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Lecture 3

MGT 300 Lecture Notes - Lecture 3: Big Five Personality Traits, Job Satisfaction, Negative Affectivity

Course Code
MGT 300
Marcus Trice

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January 24, 2017
Management 300
Chapter 3: Values, Attitudes, Emotions, and Culture: The Manager as a Person
Personality Traits: Particular tendencies to feel, think, and act in certain ways that can be
used to describe the personality of every individual
!Some managers are demanding, difficult to get along with, and highly critical of other
people. Other managers may be as concerned about effectiveness and efficiency as highly critical
managers but are easier to get along with, are likable and frequently praise the people around
!Manager’s personalities influence their behavior and approach to managing people and
resources. Personality traits that enhance managerial effectiveness in one situation may actually
impair it in another.
The Big Five Personality Traits:
!Extraversion: The tendency to experience moods and feel good about oneself and the
rest of the world. Extraversion (extraverts) tend to be sociable, affectionate, outgoing, and
friendly. Managers who are low on extraversion (introverts) tend to be less inclined towards social
interactions and have a less positive outlook.
!Negative Affectivity: The tendency to experience negative emotions and moods, to feel
distressed, and to be critical of oneself and others. Managers who have a high negative affectivity
often feel angry and dissatisfied and complain about their own and other’s lack of progress.
Managers who are low on negative affectivity are less pessimistic.
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January 24, 2017
!Agreeableness: The tendency to get along well with other people. Managers who
possess agreeableness traits tend to be more likable and are more affectionate. Managers who are
low on agreeableness may be somewhat distrustful of others, unsympathetic, and uncooperative.
!Conscientiousness: The tendency to be careful, scrupulous, and persevering.
Managers with high conscientiousness are self-disciplined and organized.
!Openness: The tendency to be original, have broad interests, be open to a wide range
of stimuli, be daring, and take risks.
Internal Locus of Control: The tendency to locate responsibility for one’s fate within oneself.
They see their own actions and behaviors as being major and decisive determinants of important
outcomes such s attaining levels of job performance, being promoted, or being turned down for a
choice job assignment.
External Locus of Control: The tendency to locate responsibility for one’s fate in outside
forces and to believe one’s own behavior has little impact on the outcomes. They tend not to
intervene to try to change a situation or solve a problem, leaving it to someone else.
Managers need an internal locus of control because they are responsible for what
happens in organizations.
Self Esteem: The degree to which individuals feel good about themselves and their capabilities.
People with high self-esteem believe they are competent, deserving, and capable of handling most
Need for Achievement: The extend to which an individual has a strong desire to perform
challenging tasks well and to meet personal standards for excellence.
Need for Affiliation: The extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and having other people get along.
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