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Personality Framework Analysis
This case presents a classical picture of a situation in which different people offer contrasting management approaches. The personality traits and values of the two CEOs mentioned are completely different which results in different sets of approaches to the situation at the sporting and community club. The club had been recording impressive revenues but the board feels that there is a slow and lackluster development in the Management and Human Resources Department. Tim Johnson was hired to improve the department and inject new blood in the motivation and growth of the employees to reflect the successes achieved in growing profits (Drew 2008).
The magnitude of the task was huge. First, numerous employees were not at work for either high stress levels visited upon them by the previous CEO or with serious cases of accidents. Hence, others were absent on compensation programs spanning up to 2 years (Drew 2008). Secondly, the early morning employees such as cleaners and janitors had not been monitored for a long time leading to a case where they had developed their own schedules.
Finally, in as much as there was tremendous success in the club as reflected by the bottom-line and a high number employees, there was no record keeping of the personnel information. Additionally, procedures and programs were not documented and there was no clear communication between the departments. This worried Tim Johnson immensely as the new CEO and it made him wonder how the company had survived all this time without the requisite records (Drew 2008).
The case study is a perfect scenario from which the author can analyze the personalities of a leader and how this affects managerial decisions. Personalities have a direct effect on a person’s behavior, which is automatically transferred to everyday decision-making regarding organizational matters. The previous CEO did not care about his employees. This is the reason they would fall sick because of high stress levels. Additionally, she (previous CEO) was inconsiderate of the environment the employees were working. This led to accidents, which would cost the company money in compensating the employees. An example is provided of an employee who was out of work for close to two years (Cattell 1996).
Personality is the constant realignment of the psychological systems within an individual that determine his adaptations to the immediate environment. It is reflected by external traits or internal manifestations demonstrable by external acts. The extensive studies on personality have led to the concept of personality theory. This concept states that an individual’s inherent characteristics are demonstrated through their behavior in a consistent manner over time (Drew 2008).
However, the consistency thereof is sometimes affected by structures, cultures, beliefs, norms and environments within which the individual is operating. The typology of personality traits has resulted in five major personalities of individuals. They include a concoction of factors ranging from creativity, hard work, anxiety and goal orientation (Cattell 1996). Other typologies are quite specific or unreliably broad. They include a four-factor rating that breeds sixteen personalities and a broad measure that arrives at Type A and Type B personalities respectively (Cattell 2007).
Tim Johnson demonstrates Type A Personality. These individuals have an unsettled mind when it comes to making and implementing of decisions. Additionally, they would want to see changes effected immediately when they settle their mind to do something. Tim, having realized the disorganized nature the company was operating in day one, went to sleep having a headache. The next day he woke up early to see for himself what the morning staffs do before office hours. This is a sign of empathy. This completely contrasts to the previous CEO who took no interest in the affairs of the workers. Hence, the previous CEO had a type B personality (McCrae and John 1992).
The current CEO of the club has a Machiavellian belief that guides his attention to details. This is why he rearranges the details of the workers and comes up with job descriptions and work procedures (Drew 2008). He believes that ‘ends justify means’. The previous CEO, on the other hand, is a classical narcissist. She did not care about her staff and never really got interested in what they did. Since the company was making huge profits, it follows that she would only concentrate on impressing her bosses (Drew 2008). This demonstrates the fact that she was arrogant to the staff, had a high sense of self-importance and was constantly looking to hurt others in order to justify it. In addition, it shows she was excessively looking for recognition and could not stand any competition (Cattell 2007).
The above personalities inform the variations in decision-making. They also inform a personal self-concept, which refers to beliefs and situational evaluations that inform a person’s decisions in a particular context (Hartley K 2001). It has four dimensions. First, there is self-enhancement. Tim Johnson does not have a dimension, which extrapolates his achievements. However, the previous CEO does. Secondly, the author floats the self-verification concept, which makes an individual to associate only with people who laud their achievements.
This might be the problem with the former CEO, which explains the tragic situation the current CEO found the Human Resource Department as compared to the excellent record in profits. This means she was focusing on only one side. The aforementioned situation informs the third dimension: self-evaluation. Lastly, there is social self that makes a person to associate only with people in their class or above. Hence, the reason why former CEO never knew what was happening with the morning cleaners. She would report to work at eight in the morning and even then would not associate with lower level staff. Informatively, that is the reason the operations manager was shopping for a new employer (Dahling et al 2009).
Value Framework Analysis
Different researchers present varying definitions of value. However, ultimately it can be summarized as a combination of evaluative and unwavering beliefs that act as a guidance in personal preferences for courses of action in everyday situations. Hence, values are a moral compass that informs an individual on what is right or wrong. Most individuals develop these values early and this makes them stable and true in their life. Although values are hard at forming typologies, researchers have made harried attempts at this, which has arrived at two broad categorizations. That is Rokeach Value Classification and Schwartz Values Circumplex. There is a direct link between values and personal behavior. However, their application is based upon the situation. For example, there must be a reason for us to apply values to situations that present a case or remind us of our values hence leading to a compelling need for application (Drew 2008).
The case study presents a situation where the two CEOs have to apply values they believe in. former CEO comes out as a person whose values are motivated by impressing her superiors. Hence, the club amasses huge profits but leaves huge lacunas in the management of human resources. This leads to hospitalization of a number of them because of accidents at work and stress related absenteeism. However, the other CEO takes on an empathetic route.
He takes an active role in ensuring that employees get the best from their work and are adequately motivated. However, he personally believes that employees are not only motivated by money hence he does not take that route. Rather, he embarks on reconstructing the structures of the company as relates to employees. For example, he develops procedures, which clearly demarcates various job positions, puts in place job descriptions and worker protection policies (Wheelen 2012).
Value classification according to Rokeach Value Classification develops instrumental and terminal values. Under instrumental values, there are moral and competence values. Moral values are demonstrated when the new CEO strives to ensure that employees are treated well. Additionally, the CEO states that his desire to work for the club was not informed by high salary (Drew 2008). He believes that employees should be treated well and motivated to love their work. This is related to competence values since it deals with a feeling of self-actualization.
The latter refers to the highest in the categorization of fulfillment of needs developed by Maslow. Tim sees this is an opportunity for him and the employees of the club to self-actualize in their respective fields. He works towards that goal and the fulfillment of those values. On the other hand, there are terminal values. This refers to what is expected in the end by the stakeholders. For example, an employee may be working to get a salary and a CEO may be working to meet shareholders interests. Terminal values are divided into personal and social values. Clearly, the former CEO was leaning towards terminal values and the current CEO, Tim Johnson is interested in instrumental values (Flink and Schuchman 1999).
According to Schwartz’s Value Circumplex, which was developed from Rokeach’s work, there are close to 60 categories that are further grouped into 10 dimensions. The values are further categorized into two bipolar sections: Openness to change versus conservation and Self-enhancement versus self-transcendence. Tim Johnson demonstrates openness to change where an individual believes and is motivated by constant pursuance of innovative ways. That is why he overhauls record keeping, employee job descriptions and policies regarding their work to come up with innovative ways. This is the complete opposite of a conservative. Tim Johnson, additionally, demonstrates self-transcendence in his desires to promote the welfare of others and their immediate environment. This is in sharp contrast with the previous CEO who comes out as pursuing her own interests at the expense of others (Robbins and Judge 2011).
Values affect individuals’ personal behavior significantly. This is especially true for habitual behavior as opposed to conscious behavior because values cannot be defined. They are abstract constructs that do not have specificity. However, the application of values is heightened by personal convictions that arise from personal reasons (Flink and Schuchman 1999). For example, it is evident that once the new CEO finds out about the atrocities that has befallen the employees, there is immediate conviction to rectify the situation. He does not sleep well and makes concerted effort to ensure that concrete decisions are made to improve the workers’ situation (Drew 2008).
From the case, it is evident that directors had gotten wary of the slow progress with which the management and employees situation was improving. The board conferred this upon the new CEO and made it his first task. Interestingly, there was immediate empathetic connection between the task, the CEO and the board. This is referred to as values congruence. It eases decision-making as each group is represented in the ultimate solution (Drew 2008). However, the opposite (values incongruence) creates disharmony, weaknesses and mistrust. It is also interesting to note that ultimately the latter can lead to a better decision if the conflict is constructively approached.
Values that leaders transfer to their employees have an effect towards development of an organizational culture (Flink and Schuchman 1999). For instance, the morning workers said that they had been coming to work in illegal shifts for over 2 years. The fact that a number of workers were out on compensation leave shows that this was slowly developing into a norm. This is attributable to the hierarchical nature of values. It is important to have a culture that revolves around an organization. This will reduce instances of collision between different interests and align values towards achievement of goals (Solis 2011).
However, personal values are the greatest impetus of a manager’s decision-making process followed by organizational values. Hence, there was lack of a link between personal values of the former CEO and the club’s organizational values. That led to a poor organizational culture. Additionally, the growth of the club was not in tandem with the improvement expected in the overall organizational structure. This made managerial decisions complex to make which may have overwhelmed the previous CEO (Dahling et al 2009).
Reference List
Cattell, H 1996, The Original Big Five: A Historical Perspective, European Review of Applied Psychology, Vol. 46, PP 5-14.
Cattell, H 2007, The 16 Personality Factor Questionnaire: Handbook of Personality Theory and Testing, Sage, London.
Dahling et al 2009, Personalities in the Management of Organizations, John Wiley & Sons, Melbourne.
Drew, A 2008, Money Is Not Always The Best Reward, in Stone, R, (2008) Managing Human Resources, John Wiley and Sons Australia Ltd, Brisbane.
Flink J & Schuchman H 1999, Values in Management Decisions, Pearson, New York.
Hartley, K 2001, Marketing: The Core, McGraw Hill Publishing, London.
McCrae, R & John, P 1992, An Introduction to the Five-Factor Model and Its Applications, Journal of Personality, Vol. 60, No 2, PP 175-215.
Robbins, T & Judge, R 2011, Rokeach Value Classification and Survey Revisited, John Wiley & Sons, London.
Solis, B 2011, Engage: The Complete Guide for Brands and Businesses to Build, Cultivate, and Measure Success, John Wiley & Sons, Melbourne.
Wheelen, T 2012, Strategic Management and Business Policy: Towards Global Sustainability, Pearson, New York.
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