Personality Characteristics and its Relationship with Manager s Management Tasks at Schools

Transcription

1 International Research Journal of Management Sciences. Vol., 2 (5), , 2014 Available online at ISSN x 2014 Personality Characteristics and its Relationship with Manager s Management Tasks at Schools Abdulwahab Pourghaz 1, Hossein Jenaabadi 2*, Saman Sahebi 3 1 Associate Professor, Department of Education, University of Sistan and Baluchestan, 2 Associate Professor, Department of Education, University of Sistan and Baluchestan, 3 MA Student of Educational Administration, Faculty of Education and Psychology, University of Sistan and Baluchestan, Iran Corresponding Author: Hossein Jenaabadi ABSTRACT: This study examined the relationship between personality characteristics and management tasks performed at Kermanshah city schools. The research method is descriptive-correlative and population will be among the 130 school administrators (61 females and 69 males) were randomly-selected. Data from two questionnaires, personality characteristics and perform administrative tasks, respectively, 60 and 30 questions were used, the validity of the type of content and reliability using Cronbach's alpha coefficient, respectively, 0.96 and 0.95 respectively. For statistical analysis of the frequency, mean, standard deviation, and to measure the Pearson correlation coefficient and regression variables and t-tests and ANOVA were used. The findings suggest that the dimensions of the personality characteristics of managers and managerial tasks, and there is a significant positive relationship. The predictor variables are also priorities for management tasks, the first step is predicted to have the greatest enthusiasm for new, in the second step, the model is projected into neurosis, standardized beta coefficient also shows, the regression equation, the beta coefficient passion for new, 0.50 and variable neurosis beta coefficient are 0.34 which is significant at the 99% level (P 0.01). Managers also based on demographic personality characteristics (gender, years of service and service area), there is no significant difference between managers and management tasks based on demographic personality characteristics (gender, years of service and service area), there are no significant differences between managers. Keywords: Conscientiousness, Management duties, Personal personality characteristics, Planning, Organizing. INTRODUCTION Clearly the ascendancy, despite the progress of human society, almost is impossible. Philosophy of most organizations is that they can fulfill the demands of different people, and on the other hand, organizations in order that they can realize their goals preset and manpower are needed to efficiently so what is ahead going from one hand to increase the number and variety of organizations in the community and on the other hand, behaviors, personal characteristics and human motivation is more complex and more difficult to understand (Shabani Bahar,Tash, Musharraf Javadi, 2004). All the directors are of the order of the director, to act in a way they do not like other people, society, individual differences, talents, motivations, and desires of their own interest and the attitudes, knowledge and value system different roles (Naderian Jahromi & Amir Hosseini., 2007). Human behavior is often a variety of factors and can vary from person to person, even if the observed behavior is same, different people can be treated the same, they have different understandings, the same behavior can be many reasons why a person would. The reason is that the complexity of the behavior not only of personality, situation, but maybe fit the personality characteristics of the situations and circumstances arise, leads to the strengths and weaknesses (Gohari Moghaddam, 2007). The character is one of the important factors that influence the operation and behavior of managers and the influence of the characters end up in management decisions and perform their tasks would be effective (Naderian Jahromi et al., 2007). One of the aspirations of every individual is to better understand themselves and others so as features that can help us understand ourselves and others better and he was more popular than others and builds bonds with them stronger than before in so-called character (Alavi, 1992). 127

2 The five major dimensions of personality or mental Neuroticism (N), Extraversion (E), flexibility (ability to experience openness) (O), agreeableness, (agreement, harmony) (A), conscientiousness (duty) (C). General tendency to experience negative emotions such as fear, sadness, butterflies, anger, hatred and guilt forms setting N. Although N is something more than ready to psychological distress. Men and women with high scores on N are prone to irrational beliefs and are less able to control their impulse and much weaker than cope with the stress anymore (Grossi Farshi, 2001). According to Grossi Farshi (2001) community-oriented social ability is just one of the traits of extroversion in the area. Besides loving people prefer large groups and gatherings, and being assertive, active and talkative nature is also eccentric characters. They also stimulate sexual arousal and the like, and tend to be cheerful as well as happy, energetic and optimistic. Flexibility as a major dimension of personality, experience much less flexibility in the E and N are known. The flexibility of active thought, feeling pretty friendly, according to internal feelings, seeking variety, intellectual curiosity, and independence of judgment, most have played a role in personality theory and measurement, but its integration in a wide range of form factors The character has rarely been discussed(costa &McCrae (1992). Like extraversion, agreeableness is primarily a dimension of interpersonal tendencies. Pleasant is essentially a philanthropist, he is eager to help and sympathy toward others and believe that others are equally helpful. Targeted conscientious person will be determined. Good people, great musicians and athletes named these traits are too high (Costa & McCrae, 1992). It said management is an activity regularly, in order to achieve certain goals by establishing relationships between resources, doing work in partnership with others and actively participate in decision-making takes place. In other words, the main purpose of coordinating the efforts of management in any organization is human and other resources to accomplish organizational goals. The educational goals are the education and advancement of learning (McCrae & John, 1992). Management experts and those who have defined in its definitions have noted a number of management tasks every manager should do his duty. Writers and scholars of the field of view based on their expertise in any way have to deal with these tasks. Some of them have relied on specific tasks and some general duties for management are considered. For the first time Giolik and Oroik stated management tasks in terms Gulick (POSDCORB). From their perspective duties include: planning, organizing, and mobilizing resources, orientation, coordinating, reporting and budgeting. But what most experts agree is on the management whose duties included four tasks is planning and decision making, organizing, direct leadership and control which the principal advantage of these functions in order to achieve organizational goals and tries and the effectiveness of the manager that is realized. Here 5 after management tasks will be discussed. A) Planning: Planning is one of the most fundamental tasks for management. The program includes a variety of options to achieve goals, select an option to do. This requires defining the aims and objectives of the organization and how to achieve them. Because of this program is to achieve a logical and rational organization provides. Planning is the central task of management involves anything that the manager does. B) Organizing: Organize the identification and classification of required activities, the grouping of activities necessary to achieve the objectives assigned to an administrator group activities and delegation of authority to provide for the supervision and coordination of horizontal and vertical organizational structure is defined (Alvani, 1999). C) Coordination: Coordination is the process of creating unity among the various units of the organization's goals and activities so that the organization's objectives effectively realized. No prediction schemes and coordinating measures and actions, individuals and organizational units may have been diverted from the purpose of the organization. D) Mentality: the mentality of human relationships in the process is very important. It can represent the general situation of human relationships in an organization. Mentality is a collection of feelings, emotions and thinking. In the case of job satisfaction, synonyms have been mentioned. The important point is that the degree of satisfaction of each individual mentality in the organization in a way that will satisfy the mentality needs of his material has a high correlation. E) Evaluation: Another important task for educational leaders is evaluation of teaching and learning activities, quality control work, the evaluation is possible. But seriously, this education system is not considered. Without evaluation of effectiveness, teacher effectiveness, and fulfillment of educational goals are not clear. Department of Education and the school administration, specific evaluation needs to be familiar with the knowledge and the method of evaluation of management jobs are eligible (Lewin, 1965).The main goal of this research was to investigate the relationship between personality characteristics and management tasks performed at Kermanshah city schools. Keikhanezhad (2008) in his thesis examined the relationship between subjectivity and philosophical aspects of Zahedan school management tasks, the conclusion reached the significant positive correlation between the philosophical mindset of managers and administrative tasks and how they are philosophically minded managers is higher, the higher the level of their managerial tasks. Kalantari (2007), in his master's thesis examined the relationship between cooperation and conflict management styles, compromise, consensus and exercise, and avoidance of coercion and power and personality of Yazd University managers and assess differences between personality characteristics and the use of conflict management styles among Yazd University managers on the basis of sex, management experience, 128

3 degree, major, and university service payment. Results showed that extraversion conflict management styles and ways of cooperation and compromise and flexibility are related and extraversion and neuroticism and two styles of conflict management styles with force and power are related and other personality traits are associated with conflict management styles. Also, a significant difference in the results based on management experience and academic on the personality characteristics of extraversion shows there is no significant difference between the other variables and personality traits. ANOVA results found significant differences at 95% level conflict management styles and ways of compromise and avoidance based on gender revealed. In the style of conflict management style based on cooperation and management experience as well was a significant difference in the style of conflict management style compromise on the degree. Among other variables and conflict management style was not significant relation. Naderian Jahromi et al., (2007) in his article titled examine the relationship between demographic personality characteristics and job skills to their athletic directors achieved the results shown the personality characteristics of introversion perceptual skills and technical managers with significant associations. Extroversion personality trait managers are also significant associations with human skills. Manager s demographic variables such as age, gender, experience, management, marital status, and history of sport have made a significant human skill. But the level of education and cognitive skills and background history or sports management courses has a significant relationship with technical skills. Khakpour (2004) in his thesis entitled the relationship between personality traits and job performance (task, context) Hamedan school administrators in the school year to achieve these results shown there is a significant relationship between the personality traits of extraversion, emotional stability and compatibility with job performance (task context).the relationship between age and performance is not significant and there was no significant difference between the sexes in terms of performance. Bazrafshan Moghadam (1996) research on the relationship between manager s personality and effectiveness of school leaders, and concluded that between the manager s effectiveness and primary school sector in the personality characteristic, there is a significant differences. Naami (2005) studied the relationship between personality traits and job performance and job performance results show that consciousness is predicted to significantly. Kark, Shamir & Chen (2003) in an analysis of the relationship between personality and job performance to each of the five areas studied consciousness as were the strongest correlation with job performance. Friedson (1999) in their study essentially concludes that introverts are better at dealing with the stresses they encounter, because of such individual's belief that it is caused chaos and darkness are evaluated and deemed to be inhibited. The extra-wingers introvert more stressful and less difficult ways viable solution and strategies for dealing with stress and emotional appeals across the board. Yuonne (1993) during the study period of 87 male and female managers concluded the gender factor in influencing career decisions and gender does not affect job performance and career management. Lewin (1965) says that managers who have extroverted personalities are mostly good people confronted the social and human effective relationships with employees, subordinates and customers are able to live in harmony with the demands of the outer world. In the present study researcher try answer to following questions: 1. Is there a relationship between personality characteristics of management and administrative tasks? 2. Can the aspects of personality characteristics of administrators predict perform administrative tasks? 3. Is there a significant relationship between managers demographic characteristics and personality characteristics of managers? 4. Is there a significant relationship between managers demographic characteristics and administrative tasks of managers? METHODOLOGY In this study, due to the research object and purpose descriptive-correlation is used. The population of the city of Kermanshah that all school administrators was 189 people, 130 of them, according to Morgan, using a sampling - randomly selected. To study the personality characteristics of the five-factor NEO Inventory (NEO-FFI) questionnaire was used for the 5 domains (neurosis, extraversion, desire for new, agreeableness) and 60 question. Each of these five areas is measured by 12 questions. Furthermore, for the evaluation of management tasks questionnaire adapted from questionnaires Keikhanzhad (2008) used the 30-item questionnaire with 5 (planning, organization, coordination, mood and evaluation), each followed by 6 questions is measured. In this study, the coefficient alpha reliability coefficient of the questionnaire Personality characteristics of the 0.96 and administrative tasks 0.95 has been calculated. Descriptive and inferential methods for data analysis were used. Level description using statistical indicators such as drawing tables, frequency, mean, standard deviation and inferential statistics together in order to answer questions from the test, pearson correlation, regression, t-test and independent ANOVA were used. It should be noted that all statistical calculations were performed with SPSS software. 129

4 RESULTS Pearson correlation coefficient was used to examine the relationship between personality characteristics of management and administrative tasks and the results of descriptive and inferential statistics shown in the tables below: Table 1. Descriptive results of personality characteristics and dimensions of managerial tasks. Variables Extraversion - Introversion The desire for new Agreeableness Deontology Planning Organizing Coordination Mentality Evaluation Number Mean SD Table 2. Results of the correlation coefficient tasks and managerial personality characteristics. Variables r /Sig Evaluation Mentality Coordination Organizing Planning r Extraversion - Sig. Introversion The desire for new r / 304 Agreeableness Sig Deontology Variables r Extraversion - Introversion The desire for new Sig r Sig r Sig The results of table 2, indicate that the correlation coefficient of neurosis and planning (r=0.648), neurosis and organization (r=0.509), neurosis and coordination (r=0.611), mental neurosis and mood (r=0.489), neurosis and evaluation (r=0.559), the coefficient of correlation between extroversion-introversion and planning (r=0.583), extroversion-introversion and organization (r=0.341), extraversion-introversion and coordination (r=0.662), extroversion - introversion and spirits (r=0.466), extroversion - introversion and evaluation (r=0.379), the correlation coefficient of passion New and planning (r=0.707), desire for new and organizing (r =0.529), desire for new and Coordination (r=0.704), desire for new and mood (r=0.580) enthusiasm for new and evaluation (r=0.582), Agreeableness and planning aspects of the correlation coefficient (r=0.543), agreeableness and organization (r=0.415), agreeableness and coordination (r=0.535), agreeableness, and spirit (r= 0.516), Agreeableness and evaluation (r=0.503), the correlation coefficient of loyalty programs - planning (r=0.611), conscientiousness and organization (r=0.441), conscientiousness and harmony (r=0.613), loyalty and morale (r=0.476), conscientiousness and evaluation (r=0.536), this indicates that the relationship between each dimension of personality characteristics of managers and other managerial tasks is significant at 99% confidence level ( P>0.01) (Therefore it can be concluded that the difference between the dimensions of personality characteristics of managers and managerial tasks, and there is a significant positive relationship. In order to study the personality features predictive management tasks, stepwise regression was used. Results indicated that the predictor variables examined priority management tasks; the first step is predicted to have the greatest enthusiasm for new. This variable alone was able to predict 49% of the variation in organizational commitment and in the second step, the model is projected into neurosis, these two variables together have 57% of the variation in organizational commitment to predict the range of 8% to the amount of neurosis alone is able to add to predict the variable. 130

5 The standardized beta coefficient indicates that the regression equation, the enthusiasm for new beta coefficient 0.50 and variable neurosis beta coefficient 0.4, that is significant at 99 percent (P>0.01). Table 3. Summary of regression model to predict the Personality characteristics of management tasks. Step Variable R R2 F β t Sig. 0 The desire for new The desire for new N=130 P>0.01 To compare personality characteristics of managers in respect to their demographic characteristics, the t-test and ANOVA were used. Table 4. Examined the personality characteristics of managers varies according to gender. Variable gender N Mean SD t df Sig. personality Man characteristics Woman The table 4 shows the mean and standard deviation respectively of male managers (248.20) and (20.59). The mean and standard deviation of female executives is (245.85) and (18.94). Also, given that calculated t(0.667) with 128 degrees of freedom is not significant at 95% (0.05 P). Therefore it can be concluded that in terms of statistical characteristics of managers vary according to the gender difference is not significant. Table 5. Examined the personality characteristics of managers with respect to the experience. Variable Gender N Mean SD t df Sig. personality 04years characteristics Above 15 years The table 5 shows the mean and standard deviation of directors to 15 years, respectively. (234.60) and (14.99) and the mean (SD) managers with more than 15 years of experience, respectively is (248.68) and (19.89). Also, given that calculated t(-1.451) with 128 degrees of freedom is not significant at 95% (P 0.05). Therefore it can be concluded that in terms of statistical characteristics of directors with respect to their experience is not significantly different. Table 6. Examined the personality characteristics of managers vary according to degree. Variable Source SS df MS F Sig. Between-groups Personality Within- groups characteristics Total Table 6 shows the results of the ANOVA test characteristics vary according to the qualification of directors, indicate that the calculated F is equal to 0.086, 2, 127 with a degree of freedom the level of 95 is not a significant (P 0.05).Therefore it can be concluded that in terms of statistical characteristics of managers with respect to a variable degree, there is no significant difference. To compare management tasks in respect to their demographic characteristics, the t-test and ANOVA were used. Table 7. Survey management tasks vary according to gender. Variable Gender N Mean SD t df Sig. Men Management tasks Woman The table 7 shows the mean and standard deviation respectively of male managers (123.01) and (15.54) and the mean and standard deviation of female managers is (123.85) and (65.12), respectively. Also, given that calculated t(-0.333) 131

6 with 128 degrees of freedom is not significant at 95% (P management tasks vary according to the gender difference is not significant. 0.05). So statistically, it can be concluded that the Table 8. Survey management tasks vary according to experience. Variable Experience N Mean SD t df Sig. 15 year Management tasks Above The table 8 shows the mean and standard deviation of managers up to 15 year (111.60) and (9.18), respectively and the mean and standard deviation respectively of managers above 15 year (123.85) and (14.29). Also, given that calculated t (-1.89) with 128 degrees of freedom is not significant at 95% (P 0.05). So statistically, it can be concluded that the management tasks vary according to the gender difference is not significant. Table 9. Evaluation of management functions with respect to a variable degree. Variable Source SS df MS F Sig. Between-groups Management tasks Within a groups Total Table 9 shows the results of the ANOVA test results management duties with respect to a variable degree, calculations indicate that F is equal to and degrees of freedom 2 and 127 is not significant at 95% (P 0.05).Therefore it can be concluded that the difference in task management, there is a significant difference with respect to a variable degree. DISCUSSION AND CONCLUSIONS The results of the survey indicate that the first question indicate the relationship between each dimension and personality of directors and other aspects of management tasks is significant at 99% confidence (P<0.01). Accordingly, it can be concluded between the dimensions of personality characteristics of managers and managerial tasks, there is a significant positive relationship. This result is consistent with the research (Kalantari, 2007). The variable desire for new alone was able to predict 49% of the variation in organizational commitment and neurosis in the second step, variables desire for new with neurosis entered in to model and these two variables together have predict 57% of the variation in organizational commitment to predict the variable neurosis alone has been able to add a variable to predict the rate of 8 percent. The standardized beta coefficient indicates that the regression equation, the beta coefficient passion for new, 0.05 and variable neurosis beta coefficient 0.4, that is significant at 99% level (P<0.01). This result is consistent with previous findings (Kalantari, 2007). The results of present study also showed that managers' personality traits based on demographic characteristics (gender, years of service and service area), there are no significant differences between managers. The result of the image research Kalantari (2007), which showed significant differences between the personality traits of extraversion are based on management experience. There is no significant difference between the other variables and personality traits. ANOVA results found significant differences at 95% level conflict management styles and ways of compromise and avoidance based on gender revealed and in the style of conflict management style based on cooperation and management experience was similar to Naderian Jahromi et al (2007). The results showed that manager s demographic variables, variables such as age, gender, experience, management, marital status, and history of sport have made a significant human skill. But the level of education and cognitive skills and background history or sports management courses has a significant relationship with technical skills. Khakpour (2004) results showed that the relationship between age and performance is not significant and there was no significant difference between the sexes in terms of performance results of this study confirms the results of this question. The results of survey showed that the management tasks based on demographic characteristics (gender, years of service and service area), there are no significant differences between managers. Management tasks based on demographic characteristics (gender, years of service and service area), there are no significant differences between managers.this result is consistent with the research on the gender debate (Yuonne, 1993). This result is consistent with the research on work experience variables (Khakpour, 2004). Accordingly, it can be concluded that the dimensions of the personality characteristics of managers and managerial tasks, and there is a significant positive relationship and personality traits of managers in their management tasks impressive and the managers of good character and psychology of successful managers must be verified. And in furtherance of the purposes and programs of education and the management of schools and training centers, communication with school staff, teachers, students and parents, and other community groups and schools are 132

7 associated with the act. The personality variables, variables enthusiasm and fresh experience neurosis, could significantly predict managerial tasks. This again reflects the influence of personality characteristics on management's tasks and the results showed that the characteristics of managers and management tasks based on the characteristics of demographic (gender, counties history of serving service) is meaningful difference. The characteristics of management tasks between men and women with a history of high and low, and the service are the same, these results in some cases and in some cases in order to confirm previous research conducted in the reverse direction. Given that these cases involve consideration of these features with respect to the characteristics of managers in order to perform the duties of their employment management. REFERENCES Alavi AU,1992. The Psychology of Management and Organization, Tehran: Center for Management Education, Government Printing. Alvani SM, Decision-making and policy, Tehran: Publisher Side. Bazrafshan Moghaddam SAM, Examined the relationship between personality and effectiveness of managers in enterprises, Master Thesis, Psychology Teacher Training University of Tehran. Costa PT, McCrae RR,1992. The NEO-PI/NEO-FFI manual supplement. Odessa, FL.: Psychological Assessment Resources. Friedson E, Professions and the Occupational Principle: Friedson (ED) Profession and Their Prospects. Beverly Hills (A: Sage). Gohari Moghaddam M, The relationship between personality traits and leadership styles of girls and boys in secondary school principals, master's thesis, Islamic Azad University. Grossi Farshi, MT, A new approach to personality assessment. Tabriz: Tabriz Publications Research Community. Kalantari MA, Examined the relationship between conflict management styles and personality traits of Yazd University managers, master's thesis, University of Yazd, Iran. Kark R, Shamir B, Chen G, The two faces of transformational leadership: empowerment and dependency. Journal of Applied Psychology. 88(2): Keikhanzhad M, Examined the relationship between subjectivity and philosophical aspects of school management tasks city of Zahedan. Master's Thesis, University of Sistan and Baluchestan, Iran. Khakpour A, Examined the relationship between personality traits and job performance (task, context) Hamedan school administrators in the academic year 83-82, Master's Thesis, University of Beheshti, Tehran. Lewin K, A dynamic theory of personality. New York: McGraw-Hill. McCrae RR, John OP, An introduction to the five-factor model and its applications. Journal of Personality. 60(2): Naami A, Relationship between Person-Environment Fit and Job Engagement in Nurses of Ahvaz Hospitals International Journal of Psychology. 5(1): Naderian Jahromi M, Amir Hosseini SE, Examined the relationship between demographic characteristics and athletic directors with their job skills. Olympic Quarterly. 15(4): Shabani Bahar G,Tash AA, Musharraf Javadi B, Personality traits associated with effective management of physical education at universities across the country. Journal of Physical Education, Sports Science and Motion. 3: Yuonne M, Sex-role orientation coping strategy and perspective woman administrator. Educational Management and Administration. 21(2):