Earthsoft Foundation of Guidance presents personality development, know your manager - PowerPoint PPT Presentation

View by Category
About This Presentation
Title:

Earthsoft Foundation of Guidance presents personality development, know your manager

Description:

Personality, Etiquette, Manner, Organised, Time management, Ethics, Communication, Manager, Corporate, Enhance your personality – PowerPoint PPT presentation

Number of Views:136

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Earthsoft Foundation of Guidance presents personality development, know your manager


1
Personality Development Practical Approach
2
Index
  • Personality definition
  • Traits
  • Good personality
  • Personality development
  • Hurdles in development
  • Good manager
  • Organisation culture

3
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.
4
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

5
Managers and Traits
  • Personality traits that enhance managerial
    effectiveness in one situation may actually
    impair it in another

6
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.

7
Need of achievement
  • The extent to which an individual has a strong
    desire to perform challenging tasks well and meet
    personal standards for excellence

8
Experience
Mistakes are painful when they happen.
But year's later collection of mistakes is called
experience, which leads to success.
9
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

10
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

11
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.

12
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.

13
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.

14
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?
15
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

16
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.

17
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

18
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

19
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

20
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

21
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

22
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

23
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

24
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...
25
Thank You
26
(No Transcript)
About PowerShow.com