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Personality traits in the workplace
The effects of organizational culture
Determinants of organizational culture
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Recommended: Personality traits in the workplace
While it is essential for a manager to utilize management theories in order to increase effectiveness and efficiency, the manager’s personality traits can often accelerate or even sabotage these efforts. Thus, managers study these enduring characteristics in order to circumvent or take advantage of these qualities. Chapter 3 describes the traits, attitudes, moods and emotions, as well as the organizational culture, which can shape the manager as a person; these aspects, although highly personal, have significant implications and contribute to the organizational effectiveness of planning, organizing, leading and controlling. Manager’s personality traits – enduring tendencies to feel, think and act in certain ways – influence their behavior and approach to managing people and resources. However, no single trait is right or wrong for being an effective manager. Rather, effectiveness is determined by a complex interaction between the characteristics of managers and the nature of the job and organization in which they are working. They can be characterized in five qualities: 1) Extraversion is the tendency to experience positive emotions and moods about oneself and others. Extraverts tend to be sociable, affectionate, outgoing and friendly. Conversely, introverts – managers who are lows in extraversion – tend to be less inclined toward social interaction and have a less positive outlook. Thus, the characteristic of each task will depend on the mannerism of the manager. 2) Negative affectivity is the tendency to experience negative emotions and moods, feel distressed, and are critical of oneself and others around him. As a result, managers high in negative affectivity will usually be more critical and complain about their own and oth... ... middle of paper ... ..., expectations, values, norms and work routines that influence the ways in which teams interact with one another and cooperate to achieve organizational goals also has an effect on the performance of an institution. Some companies instate formal relations and are unyielding, while some have informal rule and are flexible. Several institutions have a serious policy and prefer to create predictable innovations with decisions made top-down, while others encourage serendipitous actions and creative innovations, and decisions are made bottom-up. As Benjamin Schneider explains, this culture is created because founders of firms tend to hire employees whose personalities are similar to their own. Thus, the terminal and instrumental values of the founder will eventually have a mark on the organization and signify what the business and its employees are trying to accomplish.
Each organization big or small has its own values, ways of doing things and assumption that it operates in. The principles and ethics that exist in each of these companies are the baseline through which the company operates its affairs. This is what can be called as that organization’s culture. The culture in existence has an impact on the productivity, effectiveness and efficiency (Keyton, 2011). The basis of setting the most appropriate culture of a company is not only to move or increase the profitability but also to make the stakeholders happy and satisfied. One aspect of that is the employee or the human resource the firm who put their expertise in the firm and add a bit of creativity and innovativeness to move the products. Chick-Fil-A operates in a competitive industry thus it requires all the stakeholders.
Extraverts are people who are relatively sociable and outgoing while on the opposite end individuals who are introverts are people who would much rather enjoy the company of close friends and family. People who are high in agreeableness are more likely to be trustworthy. Those who are high in conscientiousness are goal-oriented. Individuals high in neuroticism
Trait theory based on research that was focused on identifying specific physical characteristics as well as personal attributes that may be associated with leader effectiveness. Stogdill (1974) analyzed and synthesized 287 studies on leadership traits conducted between 1904 and 1970 and identified several characteristics associated with effective leaders. These included: good interpersonal skills; self-confidence and achievement-orientation; persistence in the pursuit of goals; ability to cope with interpersonal stress and tolerate frustration; ability to engage in creative problem solving. Trait studies showed that other characteristics that distinguish good from poor leaders included integrity and honesty, a desire to lead and job- related knowledge. Moreover, there has been an increasing focus on identifying the relationships between leadership and the Big Five model of personality. Transactional or transformational theory, focus on leader vision and ability to inspire followers (transformational); leader clarifies performance criteria and ‘rewards’ subordinates for meeting performance expectations (transactional). Path-goal theory focuses on the way that leaders’ behaviours can influence subordinate performance and satisfaction. It draws upon the expectancy theory of motivation to explain a leader’s impact on subordinates. Even though, whatever the theory, there are common aspects. Result of two factors, leadership style and situational favourability, straightly define success of a group. First, depends on the multiple factors such as: character, ethnicity, social background, education, experience, and culture. Inconsiderable of these factors, it seems the leadership approaches have been segregated in to two broad groups: relationship oriented, and task oriented. Second, depends on: leader-follower relations, task structure, and the position
Extraverts have an energy that is outwards towards people and things (Changing Minds, 2002-2011). They get their motivation from others, need a lot of stimulation, and express their motions (Changing Minds, 2002-2011). Rather than thinking of changing the world they want to change it (Changing Minds, 2002-2011). They have an attitude that is often relaxed and confident and they are understandable and accessible (Changing Minds, 2002-2011). Before thinking they act and like to communicate openly (Changing Minds, 2002-2011). They show energy and enthusiasm (Changing Minds, 2002-2011). They are often seen as shallow and pushy by introverts (Changing Minds, 2002-2011). After reading the first scenario of Joh...
...d learning styles (Bono, 2004). Similarly, not all managers face the same organizational environments and demands. Therefore, one must take all of these factors, which are experiences, traits, working styles, attitudes into considerations to determine the future of a particular manager. Although, in reality, it may be hard to determine these since we do not know the extent to which we are able to determine the successfulness of one manager. However, in most organizations, interpersonal, administrative, work focus, and emotional stability are the biggest factors to determine leadership effectiveness (McCormack, 2002). In addition, it is also correct to say that one of the reasons that cause managers to be unsuccessful is stress. Although stress seems to be a huge factor in a working environment, it is actually only a small factor in our determination in this case.
My score on extraversion was 22, low again compared to the norm. For this trait, I agreed with my results at first, but after some thinking I realized although I am introverted, I do behave extravertly sometimes. In general, I prefer working alone, staying indoors, and I don’t like being around a lot of people. For example, when given a group project, I’d prefer working on my own. Yet most of the time, I end up being the group leader because I get along well with people and am usually optimistic. Basically, I prefer settings with less people, but I can mingle well with strangers at parties or functions. Most of my friends and myself included, would say I am extraverted because I make friends easily and am usually very happy and cheerful. But that is only partially true because I do behave differently depending on the situation and my role as a friend, student, employee, etc. Therefore, I don’t agree with my results overall. Considering I show both introversion and extroversion, I think my results should have been within average compared to the
Leadership is the glue that binds any business together, identifying and understanding your type of leadership style can ultimately aid you in becoming a better leader in your professional career. A successful business cannot function without leadership therefore this is a crucial aspect of internal employee development for businesses striving to stay relevant in a crowded marketplace. In addition to recognizing your leadership style every leader needs to look to them and identify what type of personality they have. By becoming an informed business leader you will gain trust and respect of your team to guide them into the future and maximizing potential growth. Throughout this paper I will identify my leadership style and also personality type and how it has affected my personal career growth. Identifying these conclusions is extremely important in crafting company culture.
There has yet to be any determining evidence defines the characteristics of extraversion. The experimenters in this particular experiment have hypothesized that the facets of extraversion are somehow linked by reward sensitivity. This hypothesis was also tested against a model in which they are linked by sociability. There has been much work on this topic in the past, beginning with the works of Jung and James in the early 20th century—to the work of Watson and Clark in 1997. And even after a century of study, they are still unable to truly define the characteristics of the extraversion dimension of personality. In the many attempts to define extraversion, Watson and Clark have defined six basic facets of the personality trait. These are: venturesome, affiliation, positive affectivity, energy, ascendance, and ambition. Researchers Depue and Collins, in 1999, also offered a more succinct depiction of the characteristics of extraversion, this only having three basic parts. The first being affiliation, the enjoyment and value of close interpersonal bonds, also being warm and affectionate. The second, agency, being socially dominant, enjoying leadership roles, being assertive and exhibitionistic, and having a sense of potency in accomplishing goals. The final facet being impuslivity, but this one has been argued upon whether it should be included at all in the characteristics of extraversion at all.
In terms of The Big Five Trait Theory, an individual with a high level of extraversion is thought to display dominant behaviour as well as good leadership skills. The individual focusses their psychic energy on things that are external...
...sults were compared with those from another 140 supervisors, peers, and Regression analyses showed that there is a positive correlation between the emotional intelligence of managers and organizational climate. The results of the analyses also show that among emotional intelligence's factors, social awareness and self-awareness have more influence on organizational climate, while among organizational climate factors, credibility is most influenced by managers' emotional intelligence.”
Secondly, an evaluation of an employee’s personality helps the manager in his leadership approach of that employee. Thirdly, perceptions can be the deciding factor of whether or not a candidate is hired or promoted. Managers can use personality characteristics to form work teams or to make determinations on job placements. Chapter 4 Review Questions 1. How are attitudes formed?
Corporate culture is the shared values and meanings that members hold in common and that are practiced by an organization’s leaders. Corporate culture is a powerful force that affects individuals in very real ways. In this paper I will explain the concept of corporate culture, apply the concept towards my employer, and analyze the validity of this concept. Research As Sackmann's Iceberg model demonstrates, culture is a series of visible and invisible characteristics that influence the behavior of members of organizations. Organizational and corporate cultures are formal and informal. They can be studied by observation, by listening and interacting with people in the culture, by reading what the company says about its own culture, by understanding career path progressions, and by observing stories about the company. As R. Solomon stated, “Corporate culture is related to ethics through the values and leadership styles that the leaders practice; the company model, the rituals and symbols that organizations value, and the way organizational executives and members communicate among themselves and with stakeholders. As a culture, the corporation defines not only jobs and roles; it also sets goals and establishes what counts as success” (Solomon, 1997, p.138). Corporate values are used to define corporate culture and drive operations found in “strong” corporate cultures. Boeing, Johnson & Johnson, and Bonar Group, the engineering firm I work for, all exemplify “strong” cultures. They all have a shared philosophy, they value the importance of people, they all have heroes that symbolize the success of the company, and they celebrate rituals, which provide opportunities for caring and sharing, for developing a spiri...
Organizational culture is imperative to the success of the organization. The strength and core values of the organization is supported by the organizational culture. This allows for organization to operate in a specific manner that is specific to that organization and can pave the path for success. Company founders are passionate about their vision and mission and they elude that passion into their employees. When that passion and mission is successfully implied to the employees the company strives in it 's path to success. Founders of companies are the continuing influence for the company to succeed. They pour the foundation of organizational culture so that the vision of their passion is directed in the right path. Organizational culture
Management plays a significant role in how business operates. The diversity of approaches to the theoretical and practical background of management has come up with several versions of what is meant by such key words as management and organization. The academia views expressed in relation to management theories take a different role than that prescribed to managers. There has not been any concrete definition of management even though the classic definition of Henri fayol still remains in contention to be the preferred choice after eighty years. In the context of what is required I would like to elaborate on the following journals.
According to the study of this course, I have learned many useful management skills and I feel like these skills will be applied to my future career development. When working on the self- assessment tests, I found myself fall into the category of the ISTJ personality types, which as illustrated by Myers Briggs, is the type of personality that is conscientious, considerate, and helpful. Personality traits such as honest, dutiful, practical and responsible are my strengths; personality traits such as stubborn, insensitive and poor communication skill are my weaknesses. Related to the knowledge I have learned in the course I believe both strengths and weakness will have influence to my future career development. In this reflection paper, I will demonstrate the strengths and weaknesses that may place the most influence on my way of success.