Making earth little softer

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Personality DevelopmentPractical Approach

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Making earth little softer

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

Index

Making earth little softer

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

Character of

Manager

Culture of Organisati

onNature of

Job

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Managers and TraitsPersonality traits that enhance managerial effectiveness in one situation may actually impair it in another

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Self esteemThe 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 achievementThe extent to which an individual has a strong desire to perform challenging tasks well and meet personal standards for excellence

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ExperienceMistakes 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 & PowerNeed 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 peopleNeed 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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ValuesTerminal 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 individual’s 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 problemIf 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 person’s current mood.• A manager’s 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

one’s 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 employeesRites 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...

Making earth little softer

Thank You