Effects of the Managers Personality on the Individual Behavior and Performance at the Work - Literature review Example

Name: Course: Tutor: Date: Managing People and Organizations Introduction It has been said many times that people form the most important asset in the organization. The rapid change in business environment given that present economy and worldwide competitiveness need a deep rethinking on how to manage people in organizations (Bergner, Neubauer & Kreuzthaler 181). Organizations cannot be successful if they do not sufficiently pay attention to their employees. These employees have targets, feelings and aspirations. They would like to perform better each working day so as to make their organization effectively, and most significantly, they need to be treated reliably as humans. How employees feel and perform depends on how the manager treats employees (Bergner, Neubauer & Kreuzthaler 187). In this aspect, it is the personality of the manager which controls how they treat their employees. In light of this, this paper provides a literature review on the effects of the Manager’s personality on the individual behavior and performance at the work. The literature will also assess a leader’s personality using Big Five personality tests and illustrate the change a leader can make using their characteristic. Literature Review on the Effects of the Manager’s personality on the individual behavior and performance at the work According to Farrington, personality is relatively stable traits of people which affect their behavior and cognition (384). When it comes to personality traits, Bledow et al explains it as a continuing tendencies and dispositions of person to behave in a particular way (310). As such, personality of a person makes part of their identity, constantly differentiating him from other people, and is revealed in his inclination to feel, think and operate in a particular manner. Individuals who come from different backgrounds exhibit different values, norms and attitude. These individuals do portray their cultural birthrights, which are actually different. These disparities lead to different personalities of people, which establish their behaviors and actions. This is also reflected in business managers. Bledow et al argues that some managers exhibit strong personalities (321). They influence other people to act and perform. Managers, who have a particular personality type, determine the manner in which the organizations perform. Certainly, numerous researchers have carried out studies in order to comprehend the connection between personality and employees’ behaviors (Farrington 397). Hollenbeck formulated an integrated hypothesis of individual-organization fit where the organization structure is linked to personality traits of the people’s organization (Burger 23). Generally, organizations create a functional structure which allows it to effectively incorporate with the external environment. The attributes of functional structure set up distinctive internal environment situations which need organization members of certain personality traits so as realize organization effectiveness. Additionally, Hsieh, Hsieh & Wang hinted that effective organizations employ individuals who hold personality traits which make the employees to fit into both the external and internal environment of an organization (38). Similarly, managers think that sustain of stability is an effective strategy for present’s organizations. They consider that, for one to have a positive performing organization, they must maintain things stable and settled. To them, stringent control is required for the organizations to operate effectively and efficiently. Furthermore, they think that employees ought to be told what they should do, how they should do it, when they do it, and who to work with in the assignment. The personality of a manager has a major influence on the manner they feel, feel relate employees (Farrington 394). According Burger, personality traits have the tendency to be quite stable in their adulthood and make individuals to act in particular preferred means (7). At place of work, the personality of a manager will at times assist subordinates to conduct work roles successfully. People with extravert characteristics find it simpler to manage meetings, face up to presentations and steer change (Hsieh, Hsieh & Wang 44). On the contrary, individuals who registers low level of the agreeableness could take time to get the skills in a discipline like coaching, mentoring and team building since they are self-absorbed and self-sufficient (Farrington 387). Looking at the people’s behavior, it can be seen that individuals behave differently. What somebody believes is right or a better opportunity could be regarded threat by somebody else. Certainly, there are many ways where individuals vary from one another. One method in which individual finds it useful in researching on organizational behavior is through personality (Hsieh, Hsieh & Wang 42). The personality a person is in some way unique; every person has different patterns of characteristics which is not entirely exhibited by any other individual. Greenberg & Baron (2003) argue that this trend of traits has the tendency to be stable with time. There exist two fundamental personality determinants (Hsieh, Hsieh & Wan 40): people’s heredity and previous interaction with the environment. Managers who have the mindset of transformation are the ones who build a positive rapport with their employees to support their performance and that of the organization. The personality of a manager can be seen in their behaviors and attitudes and can reveal the outstanding traits they have. Nonetheless, personality is not just a way of distinguishing one person from another (Farrington 394). It is a significant construct since it influences other critical concepts in the discipline of organizational researches. For instance, research has shown that there is connection between personality, behavior and performance criteria like training and job proficiency (Driskell, Hogan, Salas, & Hoskin, 1994). Interviewing panel frequently hires managers for a management role exclusively based on the operational competence or experience. They also carry out a personality test to find the level big five personality traits in the candidate for a managerial position. Bergner, Neubauer & Kreuzthaler argue that the recruitment and selection must be done on a wide range of soft management criteria consisting of personality, personal integrity and cultural background (188). The broadly accepted tool used to assess manages traits to work well with employees is the Five Factor Model of Personality (FFM) (Burger 27). The five factor model of personality can be recognized to be practical since it can be employed to predict, including clarifying a number of phenomena and construct of how the manager works with employees to present good performance. Assessment of personality using Big Five personality tests Psychologists have researched several different personality facets for numerous years. However, from the 1990s, it has turned out to be accepted that every these personality facet can be incorporated into “Big Five Model” (Burge 27). They are referred to as agreeableness, extroversion, conscientiousness, openness to experience and neuroticism. In the 21st century, this model has been widely used by interviewing panels to get the right manager and employees for organizations. During interviewing process, what the panel wants to know is how strong a manager is with regards to personality traits. It should be noted that Personality influence attitudes and insights. Understanding personalities assist, explain and predict the manager’s behavior and performance at the workplace (Burger 34). During my interview, the registered high level of four of the traits out of five traits in Big Five Model; agreeableness, extroversion, openness to experience and neuroticism. All these traits hade helped me climb the ladder of employment to the position of the manager, and also be successful manager at an individual level and organizational level. When I was first appointed as a general manager of PicNet Company, I realized how lack of agreeableness had run the company down to its knees. Employees were less motivated, there was a high level of employees’ turnover, there was a lack of team work and the attitude was wanting. At the time I had known how important employees are to the organization, and as such should treated as social beings, make the feel valued and helped whenever they are stuck and motivate them when they are down. With my agreeable nature, I established a communication channel where would points out the challenges that was affecting the company. I also established teams where people could interact and work together for better performances of the organization. Such situation made staff feel valued and accepted top management as their leaders. As considered, agreeableness positively foresees transformational leadership. From the word go employees had known what the organization wanted was a transformation on how systems, work and employees operate. I made the cooperative and to trust in each others capability while reminding how much they are needed to run the organization. In a span of six months, the culture had been made, which encourages team work. Bergner, Neubauer & Kreuzthaler portrayed a transformational leadership to be a morally responsible manager with his attention on developing the standards, teams, moral maturity and values to his subordinates and encouraging their commitment to have well-being of their organization and the society ahead of self-interest (189). Another trait I used to put the organization in line with its goals was extroversion. Even though I was social, I was able to maintain professionalism and not making “deep” friendship with employees. I was assertive with my decisions because I wanted things to get done better than before. Thin line was to be created between a manager and friendship. As extrovert, I had travelled a lot and witnessed how a good company operate to improve or maintain their good position in the market. Through personality, I wanted to transfer the attributes of my company. This actually confirms the statement that extrovert people as self-confident and are assertive and competitive. I had that burning ambition to use my position as a manager to make PicNet Company leading competitor in the Australian technology sector. This also completes the statement that extraversion influences is the capability of the leader to articulate ideas efficiently to employees in order that they will not just accept the ideas but inspire them to adopt needed changes. In a new business environment, organizations must be able to accept a rapid change, so as to sustain competition (Bergner, Neubauer & Kreuzthaler 180). One of the personality traits to accept and implement change is openness to experience. Today’s companies hire managers who are outgoing and have experience of what the modern organization needs. I must admit that this is one of the strongest personality traits that made me secure job at PicNet Company. The rapid change compels the organizations to be inventive and innovative to provide consumer with unique but satisfying products. In that regard, the manager himself must be creative, and then allow new ideas from employees as well. Openness to experience is related to being open to change (Bergner, Neubauer & Kreuzthaler 199). From the interview I had told the panel my desire for change and how I intended to achieve it. I also indicated that I would allow room for fresh ideas from the employees. Managers are always expected to be willing to accept and consider divergent views and take risks that relate to change or open to experience (Bergner, Neubauer, & Kreuzthaler 184). Creativity and innovation leads to improved levels of performance, competitive advantage, sharing of information and experiences and continuous growth of the organization. During the interview, i demonstrated calmness and adjusted even when answering hard questions. This was one of my strongest traits, and I have known how much it had helped me during challenging projects when I was a junior staff. The interviewing panel also understood how neuroticism was of importance especially when the company is not doing well. Bergner, Neubauer & Kreuzthaler theorized a correlation between neuroticism and performance owing to the neuroticism’s connection to self-confidence and self-esteem (179). The researchers believe these personality trait is important for a person to have confidence to set high standards, motivate employees and lead them in taking take risks so as to achieve the set standards. Despite possessing all these traits, I believed my strongest trait was being open to experiences. I have a strong conviction in using creativity and innovation to offer new products, improve customer value and improve performance. Change a leader can create using their characteristic According to Bergner, Neubauer & Kreuzthaler, the way business or organizations is run is changing so fast. Organizations are no longer more settled and stable (199). They experience globalization, e-business, deregulations and virtual teams. Based on these new circumstances, he argued that change is needed. Individuals across the world have turned out to be more conscious concerning these trends. Certainly, they are compelled to adjust to new methods of working. As a manager, I cannot be left behind. Some of the changes I would implement are organizational structures, human resource practices, embracing technology. As a leader dedicated to building and improving a successful 21st century company, the most critical question is: What should concentrates on to be leading and competitive organization? To answer this question, I explain why I intend to change the above mentioned elements of organization. In the past, organization structure of PicNet Company has been a functional form of organization making hard to efficiently manage the organization. This structure had resulted to no clear communication channel; making employees to concentrate one expertise, long chain of command and slow decision making process (Paauwe & Boselie 72). Although functional units frequently operate with a high degree of efficiency and effectiveness, their cooperation level with one another is at times compromised (Paauwe & Boselie 70). The team environment may be difficult to deal with the members do not trust each other and reluctant to cooperate. In the 21st century, organizational structures are demonstrating designs that enable managers and employees cooperate to define the organization needs and building systems to efficiently fulfill those needs (Bledow, Frese & Anderson 307). For that reason, the best type of organization structure suited for PicNet Company is Flat Structure. This design will increase team collaboration, lower costs of operations and encouraging high quality management. My agreeable nature will ensure that there is team cohesion in the organization. At its fundamental level, this organization structure promotes shift from the functional to a structure which is aligned with the core practices which fulfills the demands of customers (Bledow, Frese & Anderson 319). Basically, this organizational structure will help remove positions of the middle level managers and usual hierarchy roles. This allows short channel of command which encourages close relationship managers and employees. Changing human resource practices is very important as the transformation of the organization (Bledow, Frese & Anderson 324). Human resource practices in the new business environment must be keen in managing talents, forming teams, managing work ethics, and providing rewards. Managing talents means that the company gets the best of employees in terms of performance. According to Bledow, Frese & Anderson the challenge that has been facing the company is loose their best talents because payment, lack of training and motivation (317). Talent management starts at the recruitment. Meaning through use of the Big Five personality, the company will get the right employees for the right job. Training the employees ensure the company get the best results from them. Retaining and rewarding the employees make them feel valued and part of organization. Success facets in the 21st century depend on the speed, integration, flexibility and innovation (Bledow, Frese & Anderson 324). Adoptions of technology are a step towards the solution of those facets. Improving and updating of technology at PicNet Company will ensure that production, packing and sales are fast and product is able to reach the market fast and to many people. Product innovation will create competitive advantage and provide customer value. Conclusion Employee’s management is continuing to be challenge in many organizations leading to part failure of business managers. Social study also gives evidence that manager’s personality traits are impacting the performance. Therefore until they managers realize that their personality determines employee’s management, and in turn reflects on the performance, they can never do much. Managers must then use the personality well and also formulate HRM practices which can help steer the company to new heights. Works Cited Bergner, S., Neubauer, A. C., & Kreuzthaler, A. Broad and narrow personality traits for predicting managerial success. European Journal of Work and Organizational Psychology 19 (2010): 177- 199. Print Bledow, R., Frese, M., Anderson, N., Erez, M., & Farr, J. A dialectic perspective on innovation: Conflicting demands, multiple pathways, and ambidexterity Industrial and Organizational Psychology, 2 (2009): 305-337. Burger, J. M. Personality (8th ed.). Belmont, CA: Wadsworth Publis, 2010. Print Farrington, M. Does personality matter for small business success? South African Journal of Economic and Management Sciences 15 (2012): 381-401. Hsieh, H. L., Hsieh, J. R., Wang, I. L. Linking personality and innovation: the role of knowledge management. World Transactions on Engineering and Technology Education 9 (2011): 38-44. Paauwe, J., & Boselie, P. HRM and performance: what next? Human Resource Management Journal 15 (2005): 68-83. Read More