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MGMT 3080 Prof Puranik Week 3 Notes

by: Brady Zuver

MGMT 3080 Prof Puranik Week 3 Notes MGMT3080

Marketplace > University of Cincinnati > Business > MGMT3080 > MGMT 3080 Prof Puranik Week 3 Notes
Brady Zuver
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This set of notes covers the Big 5 personality traits and talks about characteristics and trends associated with each trait, Ability was very briefly touched on this week, there are 3 parts associa...
Harshad Girish Puranik
Class Notes
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This 3 page Class Notes was uploaded by Brady Zuver on Friday September 9, 2016. The Class Notes belongs to MGMT3080 at University of Cincinnati taught by Harshad Girish Puranik in Fall 2016. Since its upload, it has received 6 views. For similar materials see Management in Business at University of Cincinnati.


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Date Created: 09/09/16
MGMT 3080 Professor Puranik Week 3 Notes Personality Continued 1. Big 5 Personality Traits a. Conscientiousness i. Dependable, organized, reliable, ambitions and hardworking ii. Driven to achieve goals or meet targets iii. Desire to complete tasks, channel high amounts of efforts to tasks and work longer and harder on tasks. iv. Trends 1. Good employees to have 2. Tend to live longer 3. Children in this category tend to have greater career success 5 decades later v. As a Manager 1. Can delegate important tasks with fixed deadlines to these people a. Can trust them to get it done right and on time 2. Can motivate by giving constructive feedback b. Agreeableness i. Warm, Kind, cooperative, sympathetic, helpful and courteous ii. Strong drive for social acceptance and building relationships 1. Can be too focused on relationships and not focus on job iii. More focused on getting along rather than getting ahead iv. As a Manager 1. Useful to have 1-2 agreeable people in groups a. To keep the peace and maintain harmony b. Not too many i. Can cause groupthink because of not wanting to disagree 2. Superior customer service skills 3. Can procrastinate on the negative actions a. Firing, Lay off, Telling someone they did not get a promotion/raise c. Extraversion i. Talkative, sociable, passionate, assertive, bold and dominant 1. Flourish in jobs that require interpersonal interaction ii. Prioritize “status striving”: a strong desire to obtain power and influence within a social structure- as a means of expressing their personality 1. Care a lot about being successful, influential and moving up the organization with a strong reputation iii. Strongest influence of genes: tends to be more or less stable iv. As a Manager 1. Focus on assigning jobs that require constant interaction with people 2. Introverts can be assigned jobs that allow them solitude and time to reflect d. Neuroticism i. Nervous, moody, emotional, insecure and jealous ii. Tendency toward Negative Affectivity (hostility, nervousness, annoyance) 1. Tendency to hold more stress on everyday tasks, causing them to be anxious and worried often iii. External locus of control 1. Feel they have very little control over things 2. Believe in luck, chance, fate, and destiny iv. Tend to experience lower job satisfaction because of stress v. Neuroticism and external locus of control tends to have harmful effects on health vi. As Managers 1. Avoid giving highly stressful/demanding jobs 2. Be aware that they need your support: Calm them and explain how the situation is not as bad as it seems to be e. Openness to Experience i. Curious, imaginative, creative, complex, refined and sophisticated 1. Often flexible and amenable to new information, situations and experiences 2. Not set in their ways and dynamic in their jobs 3. Can be negative on jobs that rely on routine, rigid and demand conformity to established routines ii. As a Manager 1. Assign jobs that involve uncertainty, dynamic routines, creative thinking such as advertising, innovation, strategy formulation 2. How do organizations use these findings on personality? a. Try to match personality of employee to a personality characteristics demanded by the jobs i. Results of a personality test by an employee Job that most aligns with results 1. Can be explained in job description to determine what characteristics show up most often Ability 1. Ability a. Refers to the relatively stable capabilities that people have to perform a particular range of different but related activities. i. competence in an activity or occupation because of one's skill, training, or other qualification b. Skill is different than ability i. You develop skill only up to a certain point 1. Limited by your ability in the area c. Ability is something you are born with, but can be affected by your environment i. Ability: What People can do ii. Personality: What people are like or are likely to do 2. Cognitive ability a. Capabilities of acquisition and application of knowledge and problem solving i. Verbal, Quantitative, Reasoning, Spiritual, Perceptual 3. Emotional Ability a. Emotional Intelligence i. Composite of several subcomponents that equips a person to navigate emotional interpersonal encounters effectively ii. High EI usually have many good qualities and Low EI have poor qualities 1. Person with High EI scores high on a. Self-Awareness: Awareness of own emotions b. Other Awareness: Awareness of others’ emotions c. Emotion Regulation: Ability to quickly recover from emotional experiences d. Able to grasp emotional undertones of a situation and act accordingly 4. Physical Ability a. Strength, Stamina, Flexibility & Coordinated, Psychomotor and Sensory


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