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While it is vital for a supervisor to use management theories to be able to increase efficiency and effectiveness, the manager's character traits can often accelerate or even undermine these efforts. Thus, managers study these enduring characteristics in order to circumvent or take advantage of those qualities. Chapter 3 describes the traits, attitudes, moods and feelings, in addition to the organizational culture, that can shape the supervisor for a person; these facets, although exceptionally private, have important consequences and donate to the organizational effectiveness of planning, coordinating, directing and controlling. Manager's character traits -- enduring fashions to believe, think and act in certain ways -- affect their behaviour and way of managing resources and people. But, no single trait is wrong or right for being an effective manager. Rather, efficacy is dependent on a intricate interaction between the features of supervisors and the essence of the project and organization in which they are working. They are sometimes distinguished in five qualities: 1) Extraversion is the propensity to experience positive beliefs and feelings about oneself and others. Extraverts are generally sociable, affectionate, friendly and outgoing. Conversely, introverts -- managers who are lows in extraversion -- are far less likely toward social interaction and also have a less favorable outlook. Thus, the feature of every task will be contingent on the mannerism of the manager. 2) Negative affectivity is your tendency to experience negative emotions and feelings, feel distressed, and therefore are critical of yourself and others around him. Consequently, supervisors full of negative affectivity will often be more crucial and whine in their own and oth...