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..

1. Earthsoft Foundation of Guidance
Edge-Aggressive-Reliable-Trust-Honesty-Soft-Obedient-Fun-Transparent
Contact – admin@myefg.org Making earth little softer

2. Index
• Personality definition
• Traits
• Good personality
• Personality development
• Hurdles in development
• Good manager
• Organisation culture
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3. Know your mistakes
Easy 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.
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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
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5. Managers and Traits
Personality traits that enhance
managerial effectiveness in one situation
may actually impair it in another
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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.
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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
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8. Experience
Mistakes are painful when they happen.
But year's later collection of mistakes is
called experience, which leads to success.
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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
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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
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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.
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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.
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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.
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14. Analyse problem
If a problem can be
solved, no need to worry
about it.
If a problem cannot be solved
what is use of worrying?
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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
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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 person's 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.
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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
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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
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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
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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
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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
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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
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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
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24. Life
Life laughs at you when
you are unhappy...
Life smiles at you when
you are happy...
Life salutes you when
you make others happy...
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25. Thank You
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