Different Types of Personalities in Management - Essay Example

2. Can managers be too satisfied with their job? Can they be too committed to their organizations? Why or Why not?

Managers do get much satisfaction from their jobs and they get too committed to their organizations. Salary, wages, and conditions of service foster enthusiasm in managers. Monetary rewards also foster enthusiasm for the job, Fredrick Taylor proved in his experiments in 1911. (Jones and George 2002) Information and communication are other contributors to job satisfaction. Managers get too committed to their organizations to keep membership of such organizations need for association with successful companies, the willingness to exert high levels of efforts for better results such as Frazier’s Merck CEO, and the belief and acceptability of goals of an organization. The need for power makes managers work hard and get too committed to organizations they want to have control and influence.

1. How would you describe Kenneth Frazier's personality?

Frazier is open to experience, he is daring and takes risks, he handled litigation cases when Mark pulled the drug Vioxx from the market and thousands of plaintiffs filed suits against Mark. Frazier chose to fight each case to the verdict and saved the company billions of dollars winning 11 out of 16 lawsuits. Frazier is a performer who believes in immediate results he has won tough litigation cases such as the famous murder case for the Alabama man who spent two decades on death row. He is a visionary he wanted to become a lawyer and his friend Cobb recalls Frazier telling him he was not happy until Harvard’s admission letter arrives even though he had received letters from other prestigious universities. Frazier is Conscientious, careful, and adventurous he takes over Merck America's second-largest drug company with less operation experience, he has not followed the typical path to the top of the drug company (Randall 2011).

2. Which terminal values do you think are important to him?

Responsibility is important “As CEO, I have a responsibility to make sure we make smart bets,” says Frazier (Randall 2011). Only two weeks into his job as CEO, and three years into operations he announces that the company would double up a new drug development plan and spend as much as $8.5 billion on research but believes it is his responsibility. He believes in innovation and research, wider markets, and long-term results. “The pillar of our strategy will remain innovation,” says Frazier. (Randall 2011). Frazier is a visionary who wants to take Mark to a new level through determination.