Earthsoft Foundation of Guidance presents personality development, know your manager

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Personality Development Practical Approach
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Index

• Personality definition
• Traits
• Good personality
• Personality development
• Hurdles in development
• Good manager
• Organisation culture

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Know your mistakes
Easy is to judge the mistakes of
others.Difficult is to recognize our own
mistakes.
It is easier to protect your feet with slippers
than to cover the earth with carpet.
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Managers and Traits

• No single trait is right or wrong for being an
  effective manager
• Effectiveness is determined by interactions
  between characteristics of managers, nature of
  the job culture of organization

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Managers and Traits

• Personality traits that enhance managerial
  effectiveness in one situation may actually
  impair it in another

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Self esteem

• The degree to which people feel good about
  themselves and their abilities
• High self-esteem causes a person to feel
  competent, and capable.
• Persons with low self-esteem have poor opinions
  of themselves and their abilities.

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Need of achievement

• The extent to which an individual has a strong
  desire to perform challenging tasks well and meet
  personal standards for excellence

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Experience
Mistakes are painful when they happen.
But year's later collection of mistakes is called
experience, which leads to success.
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Need of affiliation Power

• Need for Affiliation
• The extent an individual is concerned about
  establishing maintaining good interpersonal
  relations
• Such person is being liked
• Get along very well with other people
• Need for Power
• The extent an individual desires to control or
  influence others

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Values, Attitudes, Moods Emotions

• Values
• What managers try to achieve through work and how
  they think they should behave
• Attitudes
• Managers thoughts and feelings about their
  specific jobs and organizations.
• Moods and Emotions
• Encompass how managers actually feel when they
  are managing

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Values

• Terminal Values
• A personal conviction about life-long goals
• A sense of accomplishment, equality, and
  self-respect.
• Instrumental Values
• A personal conviction about desired modes of
  conduct or ways of behaving
• Being hard-working, broadminded, capable.
• Value System
• The terminal instrumental values that are the
  guiding principles in an individuals life.

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Attitudes

• A collection of feelings and beliefs.
• Job Satisfaction
• A collection of feelings and beliefs that
  managers have about their current jobs.
• Managers high on job satisfaction have a positive
  view of their jobs.
• Levels of job satisfaction tend increase as
  managers move up in the hierarchy in an
  organization.

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Attitudes

• Organizational Citizenship Behaviours
• Managers with high satisfaction are more likely
  perform these above and beyond the call of duty
  behaviours.
• Managers who are satisfied with their jobs are
  less likely to quit.

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Analyse problem
If a problem can be solved, no need to worry
about it.
If a problem cannot be solved what is use of
worrying?
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Organizational Commitment

• Committed managers are loyal to and are proud of
  their firms.
• Commitment can lead to a strong organizational
  culture.
• Commitment helps managers perform their
  figurehead and spokesperson roles.
• Commitment of international managers is affected
  by job security personal mobility

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Moods and Emotions

• A feeling or state of mind
• Positive moods provide excitement, elation, and
  enthusiasm.
• Negative moods lead to fear, distress, and
  nervousness.
• Current situations and a person's basic outlook
  affect a persons current mood.
• A managers mood affects their treatment to
  others and how others respond to them.
• Subordinates perform better connect better to
  managers who are in a positive mood.

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Emotional Intelligence

• The ability to understand and manage ones own
  moods and emotions and the moods and emotions of
  other people
• Assists managers in coping with their own
  emotions
• Helps managers carry out their interpersonal
  roles of figurehead, leader, and liaison

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Organizational Culture

• Shared set of beliefs, expectations, values,
  norms, and work routines that influence how
  employees relate to one another and work together
  to achieve organizational goals
• When employees share an intense commitment to
  cultural values, beliefs, and routines a strong
  organizational culture exists
• When members are not committed to a shared set of
  values, beliefs, and routines, organizational
  culture is weak

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Organizational Culture

• Attraction-Selection-Attrition Framework
• A model that explains how personality may
  influence organizational culture.
• Founders of firms tend to hire employees whose
  personalities that are like their own, which may
  or may not benefit the organization for long-term

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Role of Values and Norms

• Terminal values - signify WHAT an organization
  its employees are trying to accomplish
• Instrumental values - guide HOW the organization
  and its members trying to achieve organizational
  goals

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Role of Values and Norms

• Managers determine shape organizational culture
  through the kind of values norms they promote
• Organizational socialization process by which
  newcomer learns an organizational values norms
  and acquire the work behaviours necessary to
  perform jobs effectively

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Ceremonies and Rites

• Recognize important events as a whole of
  specific employees
• Rites of
• Passage determine how individuals enter,
  advance within, or leave the organization
• Integration build and reinforce common bonds
  among organizational members
• Enhancement let organizations publicly
  recognize reward employees contributions to
  strengthen their commitment to organizational
  values

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Stories and Language

• Communicate organizational culture
• Stories reveal behaviours that are valued by the
  organization
• Includes how people dress, the offices they
  occupy, the cars they drive, and the degree of
  formality they use when they address one another

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Life
Life laughs at you when you are unhappy...
Life smiles at you when you are happy...Life
salutes you when you make others happy...
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Thank You
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