1.3: The Personal Side of Management
Read the introduction and section 2.1, which examines how the SAS Institute treats its employees and how this policy has affected the company. Being an effective manager requires more than just understanding concepts and principles. Managers have to be able to express a personal, softer side in order to achieve trust, commitment, and buy-in from those they manage. Basically, you have to show your human capital (your employees) that you care about them as people.
1.3.1: Identifying Your Personality and Values
Read this section, which examines the dynamics of personality traits and will help you to develop an understanding of how they impact workplace behaviors. In order for a manager to properly implement the P-O-L-C framework, s/he must be able to provide value within her/his own task executions, set the pace and tone to be followed in the workplace, and build relationships that support the greatest return on investment for both the employer and the employee.
1.3.2: Behavior = Values + Perception
Read this section, which will help you develop an understanding of the personal biases that you use in order to support how you go about making decisions for yourself and others. Be sure to carefully consider the bridge between your personal biases and your personality, and how the combination of this information can be used to make you a better manager.
1.3.3: Workplace Attitudes and Job Satisfaction
Read this section, which describes how managers shape opinions, beliefs, and feelings regarding the workplace environment. Pay particular attention to the factors contributing to job satisfaction and organizational commitment.
1.3.4: KSAO (Knowledge, Skills, Abilities, Other Characteristics) vs. Fit
Read this section, which discusses the concept of workplace "fit". In today's business world, it is not enough to have the knowledge, skills, and abilities to execute the role and functions of a particular job; many organizations are relying more on fit. Fit refers to whether or not you have the personality and character dynamics to successfully integrate into the organization. In this section, you will explore how to identify several fit dynamics: person-job-position fit, person-organization fit, etc. You will also develop an understanding of how fit dynamics connect to and integrate with work behaviors.
1.3.5: Influencing Workplace Behaviors
Read this section, which examines the factors that have the strongest influence over workplace behaviors. In understanding these factors, a manager should be able to develop programs and a workplace environment that supports improved dynamics between the employer and the employees. Ultimately, knowing these patterns can help increase productivity within the workplace.
1.3.6: Developing Your Positive Attitude Skills
Read this section, which provides a guideline for cultivating and conveying a positive attitude in the workplace. Positive attitudes are contagious and will greatly affect productivity in your work environment.
1.3.7: Workplace Personality Tests
Read this article and think about what, if any, personality tests are conducted by your organization. Have you taken a personality test, or given one to others? Do you believe that the five personality traits accurately portray human beings? Why or why not? As society advances and new technologies impact our lives, will our personalities adapt and change? What about the possibility of individuals displaying different personalities based on their form of interaction? For example, will introverts feel more comfortable expressing themselves in an online environment? What other personality characteristics will be impacted by the use of technology.
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