The Career Of A Professional Workplace

This paper is based upon the personality traits of Krispy Kreme’s and Pearson’s Chief Executive Officers; also known as CEOs. The two CEOs that will be discussed are Scott Livengood, who served as CEO of Krispy Kreme and Marjorie Scardino who served as CEO of Pearson. The two CEOs personality traits are explained in depth due to the importance of these traits. Personality traits are hereditary and also altered by the environments people associate with. These traits are important because they affect the way an individual acts when put into various situations. Studying the personality of a CEO allows us to predict their behavior and attitude towards their performance within the business. With that being said, this paper will explain how the personality

Allport defines personality as ‘the dynamic organisation within the individual of those psychological systems that determine his unique adjustment to his environment’ (Allport, 1937). An individual’s unique personality traits and attributes are a powerful indicator of how he/she will interact with the work environment. The difference between average and outstanding employees can often be solely personality related. As the employee is the most valuable asset to the company, ‘selecting the right employee during the process is critical’ (Carbery and Cross, 2013, pp. 41-53)

The world of business has undergone radical and dramatic changes in the last decade changes that present extraordinary challenges for the contemporary manager. A manager is an organizational member who is responsible for planning, organizing, leading, and controlling the activities of the organization so that the goals can be achieved. According to a widely referenced study by Henry Mintzberg, managers serve three primary roles: interpersonal, informational, and decision-making. Management is process of administrating and coordinating resources effectively and efficiently in an effort to achieve the goals of the organization.

I have to admit that I was skeptical in completing the personality profile. I thought, “How could a few questions determine everything about my management style”. When I received my results, I was astonished at how accurately those results portrayed my personality. While deciding which of my personality traits were advantageous and which were detrimental to my management style, I became conflicted as all of my scores can be portrayed as both positive and negative depending on the situation.

The professional plan is to help make a brief decision on which route to take to get to the next level. The professional plan is help breakup the goal into separate divisions to help decide where one would like to be in a certain amount of time. This brief information will help one improve self-goals. Also this professional plan can help make decisions on one’s major such as choosing one career out of three. Although choosing three careers researching all three could possibly help one to decide which career is best for them. With this project it seemed to be easy to determine which career is the best choice. Even though having a difficult time deciding on paralegal, legal assistant, and post-secondary law teacher. Knowing the salary of all three but seeming to just wanting to be in the law firm. Post-secondary is not really one of my main concerns more so of a fall back plan. If one was to get bored with paralegal or legal assistant one shall turn to post-secondary law teacher. Although paralegals and legal assistants have interesting goals and facts to let the world know. One can always get bored with one situation but also can change major or return back to college to receive and earn a different degree. Chose this major because always wanted to help others especially the innocent ones. Professional Plan

Personality is an important trait which has an impact on the surrounding in your workplace. As a manager, I believe that a workplace has several types of people who come from various religion, race, country and cultural beliefs. Each individual need to be treated with respect and care, there issues need to be addressed without neglecting and they should be given room for their own personal growth within the organization. Personality is related to the culture being practiced in the organization. They are directly proportional to each other. Culture needs to be initiated by the management and employees follow it.

A professional workplace is an environment that produces numerous challenging situations and if not handled correctly, could create a very unproductive organization. A well-qualified employee is selected to be responsible for overseeing many aspects of a company, including difficult situations that arise between co-workers. The term given to this worker is a manager; their main task in the organization is to help other employees work more effectively towards their goals. This may sound like a rather simple task, but it is very deep and layered with different difficulties. Henry Mintzberg, an internationally renowned author on business and management, broke down the tasks a manager faces into ten different roles. According to Mintzberg’s managerial roles, there are three categories that break up the ten roles a manager performs: Interpersonal, Informational, and Decisional. Interpersonal encompasses figurehead, leader, and liaison. Informational includes monitor, disseminator, and spokesperson. Finally, Decisional covers entrepreneur, disturbance handler, resource allocator, and negotiator. It is clear that being a manager is a demanding job and that it requires a high level of organizational and interpersonal skills.

These days personality trait test is potentially a valuable tool in recruiting and personal evaluation. it is trying to predict possible academic success and work performance in different configurations. Scientists have long been consumed in connections between personality and work performance With the development of personality in the field of psychology, organizations realize that employee personality that impact how individuals think, feel and act on and off the job are difficult to change. Instead of displacing all the current concepts, the Big Five Personality Trait design works multipurpose because it is able to signify various personality feature concepts in the same structure.

Throughout our research, we have discovered what are generally considered good and bad traits for managers to possess, as well as researched the similarities and differences in opinion based on age range, position, and industry. Our goal for this report is to demonstrate what traits enable managers to be most effective in all aspects.

An organization is an entity comprising multiple people, who work interdependently to achieve a collective goal. Management is the process of achieving these organizational goals by working through people and other organizational resources (McShane, Olekalns, & Travaglione 2013). A necessary criteria for an organisation to operate at peak efficiency is to maximise employee job performance. A clear understanding of the personality that comprise their employees is quintessential for employers. Personality is the unique and relatively enduring pattern of thinking, feeling and acting that characterizes an individual and it can be explained by the Five Factor Model (Hurtz & Donovan 2001). By interacting with employees and analysing how they act

The aim of this essay is to provide a thorough understanding on how managers play an essential role in an organization and the way it is correlated with Mintzberg’s informational role. In addition to that, the impact on the manager’s job in accordance to organization size and workforce diversity will also be discussed. Managers must know how to work with other people, those reporting to them or under their influence (Shenhar & Renier, 1996). The manager needs to handle people, motivate them, communicate with them, and of course, win the co-operation of all those connected to his or her operation (Shenhar & Renier, 1996). Henry Mintzberg defined major dimensions of managerial work in three categories: interpersonal roles (figurehead, leader, liaison), informational roles (monitor, disseminator, spokesperson), and decisional roles (entrepreneur, disturbance handler, resource allocator, negotiator) (Pearson & Chatterjee, 2003).

Managerial roles, introduced by Mintzberg, are also another useful aspect to categorize managerial behavior. They include ten different, but, highly interrelated roles that managers must be prepared to enact. These ten managerial roles consist of three interpersonal roles, three information and four decisional roles. Interpersonal roles are “roles that involve people and other duties that are ceremonial and symbolic in nature” (Robbins, Bergman, Stagg and Coulter 2003 pg.11). It

Mintzberg formulated three categories of managerial activities, “Interpersonal”, “Informational” and “Decision Making”, separated into ten roles that managers must adopt to achieve high levels of efficiency. These roles are: figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator and negotiator. All roles are interrelated and managers are required to act out different roles in different situations. As opposed to Fayol’s classical approach where functions are task orientated, this behavioural approach focuses on the interaction and communication between managers, employees and resources.

Subsequently Mintzberg believing the reality of management to be vastly different from the true image went on to offer his own description of what ‘to manage’ entails. This comprised of 10 roles which can be split into 3 subsections. Mintzberg (1975) “Formal authority gives rise to the three interpersonal roles, which in turn give rise to the three informational roles; these two sets of roles enable the manager to play the four decisional roles”. Although Mintzberg’s attempt to reform the views on management was successful in stirring other theorists to conduct studies in the area, he can be criticised for the language he used not being explicit enough and although he has empirical evidence to support his discovery of how managers behave, it does not imply this is the way managers should behave as this view of management behaviour may not be that of an effective manager?

Mintzberg’s roles include three categories containing ten roles. The categories are interpersonal, informational, and decisional. Interpersonal roles include figurehead, leader, and liaison. A leader must display confidence making those around them confident that the job is done correctly. They must