BUSN9248DE Managing People: Personality, Case Study, Flinders Uni

This report provides a comprehensive analysis of managing people, covering personality assessments, impression management techniques, and a detailed case study. The personality assessment focuses on extraversion, agreeableness, and conscientiousness, linking these traits to employee and manager effectiveness. The report also explores impression management, self-regulation, internal motivation, empathy, and social skills. The case study analysis examines team motivation, organizational structure, and leadership effects, concluding with peer evaluations. This document is available on Desklib, which offers a range of study tools and resources for students.

Running Head: MANAGING PEOPLE
MANAGING PEOPLE
Name of the Student:
Name of University:
Author Note:

1MANAGING PEOPLE
Table of Contents
Assessment A...................................................................................................................................2
My top personality strengths.......................................................................................................2
How a high score on Agreeableness has been linked to being a good employee........................2
How high score on Agreeableness has been linked to being a good manager............................3
How high score on Conscientiousness has been linked to being a good employee....................4
How high score on Conscientiousness has been linked to being a good manager......................5
Integrating results........................................................................................................................6
References........................................................................................................................................7
Assessment B...................................................................................................................................8
Part 1: Personality........................................................................................................................8
Part 2: Impression management.................................................................................................10
Self-regulation.......................................................................................................................11
Internal motivation.................................................................................................................11
Empathy.................................................................................................................................11
Social skills............................................................................................................................12
Reference.......................................................................................................................................12
Assessment C.................................................................................................................................13
Case study analysis....................................................................................................................13
Introduction............................................................................................................................13

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Analysis of the case...............................................................................................................14
Motivation of the team members...........................................................................................14
Reorganizing the structure.....................................................................................................14
The leadership effects............................................................................................................15
Conclusion.................................................................................................................................16
Case study questions..................................................................................................................16
Peer evaluation...........................................................................................................................18
Reference.......................................................................................................................................20

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Assessment A
My top personality strengths
The personality test evaluates three factors that are discussed in terms of Extraversion,
Agreeableness and Conscientiousness. In this regard, my personality test reveals that I scored 52
in Extraversion, 82 in agreeableness and 97 in conscientiousness. In addition to this, there are
other factors like Openness to experience and Neuroticism are also taken into consideration that
were scored 37 and 3 respectively. From that assessment it can be seen that in Extraversion and
Agreeableness, I have scored the most. Therefore, Extraversion and Agreeableness are taken as
my top personality strengths.
How a high score on Agreeableness has been linked to being a good employee
Agreeableness is associated with the distinctive behaviours of a person in terms of
friendliness, generosity, helpful and willing to compromise. In this context, it can be argued that
the role of Agreeableness is to highlight the optimistic value of an individual. In this context the
article of Huang et al. (2017) asserted that there are some benefits of Agreeableness that make an
employee better. As the character is not only deal with his effectiveness only the behaviour or
attitude is also considered to have paramount importance as well therefore, it is important for the
employees to put focus on their behaviour too. As a matter of fact, Van Hoye and Turban (2015)
advocated that the extrinsic aspects of Agreeableness helps the employees to get success in
career. In this regard, it can be argued that workplace bullying and ranging is a common
phenomenon in present days. In fact, it is not possible for the higher authority to look after the
communication and relation between the employees. Henceforth, it is the role of the employees

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themselves to make a better framework in order to establish a better workplace environment. In
return it will also able to generate more effectiveness and efficiency among the employees.
In response to this, Agreeableness is identified as an important aspect on which the
employees must focus upon. It will deliver better relationship among the employees and able to
foster more efficiency among the employees so that they can concentrate on their tasks
positively. Therefore, the positive outcome of Agreeableness helps the staff to become a good
employee that can benefit not only for the maximisation of profit for the company but also paves
the way for individual career growth.
How high score on Agreeableness has been linked to being a good manager
As far as the managerial role is concerned it is more related to the leadership quality of
the managers in order to influence the employees to deliver more efficiency in their profession
and at the same time develop a good relationship between the managers and the employees in
order to establish a better operational framework inside the company. According to Lounsbury et
al. (2014) it can be argued that the leadership of the higher authority or the managers should be
resilient enough that can generate a positive and stern personality. In this regard, resilient nature
does not indicate a firm and conservative attitude that the manager will possess. Rather it will be
coupled with a rational, relevant, creative and optimistic attitude that help to motivate the
employees to a great extent. Therefore Agreeableness plays a significant role in order to generate
a better personality of the managers.
In addition to this, the friendliness and trustworthy nature of the managers are played a
significant part to become a good manager. In his research, Li and Armstrong (2015) depicted
the role of managers from a depicted perspective. It was indicated that the role of the managers

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were not only supervise the employees and monitored them so that the operation would be
flawless. As a matter of fact, there is other factors that are equally contribute in order to foster a
better manager. For an example, the manager must understand the abilities of the employees and
encourage them to introduce more innovation and creativity into the process. It required an
understanding between the manager and the employees so that the manager will get
acknowledged with the abilities of his employees. Moreover, a healthy conversation with the
manager will motivate the employees to a great extent. From that point of view, it can be stated
that Agreeableness is an important and crucial factor that encompasses a great deal of positivity
and flexible attitude of the manager to be considered as a better person and manager.
How high score on Conscientiousness has been linked to being a good employee
In response to the understanding regarding conscientiousness it can be stated that the role
of conscientiousness is to control the impulses of an individual. In fact, conscientiousness is
resembled with the characteristics of sharp decision making and long term consequences of the
personality of the individual. In this regard, the research carried out by Doll and Rosopa (2015)
reflected that it is imperative for the employees to perceive a character of conscientiousness. In
crisis situation or during immense work pressure it became important for the employees to take
decisions accordingly in order to develop a better operation outcome. In this context, it can be
stated that it is the responsibility of the employees to take decisions properly in order to deal with
the dire situation. Henceforth, the conscientiousness fosters a better result for the employees to
become effective and efficient enough and help the management during crisis.
On the other hand, Ohme and Zacher (2015) opined that the impulsive behaviour is
detrimental for employee attitude. The destructiveness and the affecting the effectiveness of a
person would considered to be a disadvantage for an employee. Moreover, it can be asserted that

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the role of the impulse is related to the made of choices that highlighted on the sequences of
decision making process. In this context, it can be asserted that the role of the employees is to
establish a better decision making process that is resembled with progress in the employee
personality. In addition to this, it can be argued that the employee should have the ability to
make effective decision making on the basis of their knowledge and experience. In this context,
the employee can rely on the conscientiousness to perceive a better understanding of the situation
and make decisions accordingly.
How high score on Conscientiousness has been linked to being a good manager
It can be stated that the decision making process is a fundamental activity for the
manager in a business organisation. In fact, the future of a company mostly relies on the effective
decision making of the managers. Therefore, there are a series of factors that are played key role
in the decision making process of the managers. Based on the idea it can be considered that
conscientiousness has a major impact on the decision making process. This specific
characteristics is pertinent for dealing with important decision making during the dire or
emergency situation. In this context, the rational and effective decision making can foster a
strategic advantage for the organisation to deal sufficiently. As the research of Mobasher et al.
(2014) articulated that it is essential for the managers to perceive a vision that enables them to
take rational decision making. As a matter of fact, it can be asserted that the vision must have a
progressive and relevant feature that facilitate better understanding of the situation. As the
purpose of the organisations to deliver a sustainable development for future business so that the
managers play a crucial role in this context. Furthermore, there are some obstacles that can
perturb the vision of the managers. From that perspective it can be argued that the
conscientiousness deals with the impulse of the people and entitled to control it (Hussain Shah,

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Bashir and Hussain 2016). Therefore, in case of decision making process it will be highly
beneficial for the managers to procure better decision making. As a result of that the practice of
conscientiousness also provides a great deal of impact on the role of the future of the companies
and gradually helps it to maximise its customers through business expansion. Moreover, it also
develop a trust among the employees about the managers and the staffs are assured to get their
interests be taken seriously. Therefore, the conscientiousness is highly helpful to develop a better
manager.
Integrating results
In my opinion, Agreeableness can help me to deliver a better framework for developing
my personality both as a manager and an employee. With the help of the agreeableness I can
develop my personality with more friendly and resilient attitude in order to make a promising
career growth. In this regard, at first I have to learn about the importance of the agreeable
character. After that, it is essential to get a clear perception regarding the basic features of
agreeableness. In this context, the friendliness, morality, altruism, modesty and cooperation are
the main factors that can develop a better personality as both employee and manager.
On the other hand, conscientiousness is also a major factor that can contribute effectively
in my personality building. In this context, it can be stated that the role of the conscientiousness
is to enhance my abilities and decision making power so that in case of dire situation I could take
adequate measures. Moreover, the conscientiousness personality also able to control my
impulses so that the negative characteristics will be repealed. At the same time conscientiousness
provides more optimistic and positive impact on individual character. As an employee or a
manager it is highly significant to maintain a conscientiousness personality.

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References
Doll, J.L. and Rosopa, P.J., 2015. Workplace romances: Examining attitudes experience,
conscientiousness, and policies. Journal of Managerial Psychology, 30(4), pp.439-453.
Huang, J.L., Cropanzano, R., Li, A., Shao, P., Zhang, X.A. and Li, Y., 2017. Employee
conscientiousness, agreeableness, and supervisor justice rule compliance: A three-study
investigation. Journal of Applied Psychology, 102(11), p.1564.
Hussain Shah, S.M., Bashir, Z. and Hussain, S., 2016. Relationship between Dominance Skills of
School Managers and Teachers' Organizational Citizenship Behavior. Journal of Research &
Reflections in Education (JRRE), 10(1).
Li, M. and Armstrong, S.J., 2015. The relationship between Kolb's experiential learning styles
and Big Five personality traits in international managers. Personality and Individual
Differences, 86, pp.422-426.
Lounsbury, J.W., Foster, N.A., Levy, J.J. and Gibson, L.W., 2014. Key personality traits of sales
managers. Work, 48(2), pp.239-253.
Mobasher, A., Mehrdad, H., Farhadi, A. and Allahi, Z.K., 2014. Examining the Relationship
between Managers' Personality Characteristics and Their Efficiency in Lorestan University of
Medical Sciences in Year 2009. Kuwait Chapter of Arabian Journal of Business and
Management Review, 33(2538), pp.1-8.
Ohme, M. and Zacher, H., 2015. Job performance ratings: The relative importance of mental
ability, conscientiousness, and career adaptability. Journal of Vocational Behavior, 87, pp.161-
170.

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Van Hoye, G. and Turban, D.B., 2015. Applicant–Employee Fit in Personality: Testing
predictions from similarity‐attraction theory and trait activation theory. International Journal of
Selection and Assessment, 23(3), pp.210-223.
Assessment B
Part 1: Personality
Before the test I can say that extraversion and openness are considered to the most effective
measures that I possess for being a manger. In my opinion I presume these two elements are the
most important part for an HR manager. According to Karabay, Akyüz, and Elçi (2016) it can be
argued that extraversion is related to the communication with people. It is also resembled with
full of enthusiasm, action orientation and the direct relationship with individuals (Colbert,
Barrick and Bradley 2014). Moreover, it is also important for the HRM to possess such
character. In his research Li and Armstrong (2015) advocated that the HR manager must put
focus on the interests of the employees and it requires a direct communication with the company
staff. Otherwise, it is not possible for the HR managers to find out the employee related issues
and initiate adequate measures to combat with the issue. In this regard, I must say that I learned a
lot about making effective communication with others. In addition to this, I have also completed
a certificate course on communication skill. It helps me to understand the importance of verbal
communications and facilitates a better understanding regarding the role of the significance of
the communication. During my course, I came to learn about the personality feature of
extraversion and wants to develop it as much as possible. Therefore, in my organisation, I can
take routine session with the employees in a monthly basis. Moreover, monitoring the workplace

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environment with in-depth knowledge about the interests and perception of the employees can be
a better alternative for me to develop an effective HR framework.
On the other hand, openness can be a strategic feature for the personality of a Human
Resource Manager. As far as the research of Li, Mobley and Kelly (2016) is concerned, it can be
argued that openness is identified as a cognitive style that the manager must follow in order to
encourage innovation and creativity inside the working culture of the organisation. In this regard,
openness incorporates some fundamental elements such as imagination, creativity, intellectual
curiosity, appreciation of art and so on (Wang et al. 2016). As a matter of fact, it can be argued
that the openness to experience is committed to deal with the culture or intellect in such a
manner that encourages the employees to generate and practice the innovative ideas and creative
productions (Bujisic, Bilgihan and Smith 2015). Henceforth, it can be argued that there are some
spontaneous initiatives that the manager follows in order to increase the volume and quality of
products and services. Moreover, it can also bring a relaxed workplace environment so that the
employees can concentrate on the tasks particularly. Therefore, I presume openness is an
effective measure that the HR manager must follow in order to create a good relation and
communication with the employees. In this regard, I can make individual contacts with the
employees during the free time or lunches so that they can feel a relaxation by sharing their
workplace related grievances. Furthermore, direct interaction with them in a monthly basis will
be considered as a significant measure.

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Part 2: Impression management
Emotional intelligence is identified as an important element that is strongly influenced by
the personal qualities, self-control and skill attached with the employees. According to Schutte
and Loi (2014) it can be stated that hiring managers with a better decision making comprised of
the better decision making process is considered to be a strategic advantage for the companies. In
this context, it can be argued that a better EQ score can generate better production efforts by the
individuals (Carson, Carson and Birkenmeier 2016). It may be the employees or the managers.
Moreover, it is also asserted that a better score in EQ will facilitate a better team with enormous
flexibility and efficiency. In response to this, the cultural interaction coupled with the degree of
qualification is an important aspect for further research.
In this context, there are five core components of the Emotional intelligence such as,
Self-awareness
It is related to the understanding of the employee in the context of his or her moods and
emotions. It is important for the employees to deal with the proper emotional attachment in order