5 c-earthsoft-personality development- know manager - file 3


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Know yr manager, develop personality, corporate style
Earthsoft Foundation of Guidance (EFG) is working as an NGO/NPO for students - Education & Career
guidance and for Professionals for soft skills enhancements. I am working on speading , sharing
knowledge; experience globally.It has uploaded important presentations at http://myefg.in/downloads.aspx.
Also https://dl.dropbox.com/u/83265908/Links-events.xls has links for all ppt files.

Read http://tl.gd/jm1gh5

Be mentor using your education, knowledge & experience to contribute for a social cause & do conduct
free training/ workshop seeking help of existing platforms like rotary,etc
Kindly spread to your friends.Thank you!

- Earthsoft Foundation of Guidance
Let us make earth little softer..

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5 c-earthsoft-personality development- know manager - file 3

  1. 1. Earthsoft Foundation of Guidance Edge-Aggressive-Reliable-Trust-Honesty-Soft-Obedient-Fun-TransparentContact – admin@myefg.org Making earth little softer
  2. 2. Index • Personality definition • Traits • Good personality • Personality development • Hurdles in development • Good manager • Organisation culture Making earth little softer
  3. 3. Know your mistakesEasy 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. Making earth little softer
  4. 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 Character of Manager Nature of Culture of Job Organisation Making earth little softer
  5. 5. Managers and Traits Personality traits that enhance managerial effectiveness in one situation may actually impair it in another Making earth little softer
  6. 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. Making earth little softer
  7. 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 Making earth little softer
  8. 8. Experience Mistakes are painful when they happen.But years later collection of mistakes iscalled experience, which leads to success. Making earth little softer
  9. 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 Making earth little softer
  10. 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 Making earth little softer
  11. 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 individual’s life. Making earth little softer
  12. 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. Making earth little softer
  13. 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. Making earth little softer
  14. 14. Analyse problem If a problem can be solved, no need to worry about it.If a problem cannot be solvedwhat is use of worrying? Making earth little softer
  15. 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 Making earth little softer
  16. 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 persons 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. Making earth little softer
  17. 17. 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 Making earth little softer
  18. 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 Making earth little softer
  19. 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 Making earth little softer
  20. 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 Making earth little softer
  21. 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 Making earth little softer
  22. 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 Making earth little softer
  23. 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 Making earth little softer
  24. 24. LifeLife laughs at you whenyou are unhappy... Life smiles at you when you are happy... Life salutes you when you make others happy... Making earth little softer
  25. 25. Thank You Making earth little softer