Question 1 Openness to experience Blake Mycoskie started his fifth business of selling shoes that eventually blossomed to TOMS after appreciating that shoes could be bought by many Americans. The business of selling shoes was as a result of his being adventurous in business after his trip to Argentina. While in Argentina, he realized that there were a big number of people wore alpargatas. He was very curious to the extent that he felt that America was a ready market. He is also endowed with unusual ideas as evidenced in how he puts on two different shoes as a way of attracting public attention.
He is also creative to the extent of running a focus group that is meant to market his shoes whenever his friends purchase shoes from him. His creativity made him team up with a local partner, situated in Argentina, with whom they came up with a prototype. He is also emotional to the extent of being philanthropic to the unprivileged people (Matthews et al. 2003). Conscientiousness His activities are well organized and this has made the business to expand tremendously. He made a brilliant idea of not giving up on marketing his brand.
Majority of local stalls kept on trying to demoralize him, however, he did not give up but progressed on to look for potential customers within and without Los Angeles. His efficiency in marketing made him be get a tremendous break through after the American Rag accepted his request of selling the TOMS. He also effectively managed to have the LA Times run his personal story in their newspapers. He is excellent in being organized in whatever he does while running his business.
Though he is philanthropic, he is not careless, but careful not to plunge the business into bankruptcy. He is self-disciplined since nobody supervises him. He acts dutifully to the extent that he developed a significant supply chain of the TOMS shoes in about 60 countries. His activities are well-planned and not spontaneous ones. He ensures that he makes effective arrangements with clients, suppliers, workers with minimal chaos. His ability of multitasking has made him, effectively, handle various logical issues within the business (Poropat 2009). Extraversion: He is strong-willed amid the challenges that befall him while running his business.
He has positive emotions, as evidenced when he tries to market his brand to people who are not willing to make a contract with him. He is energetic throughout his business venture since he is the one who comes up with the various marketing tactics that are, in most cases, demanding a lot of resources from the company. He devises various ways in which he can use philanthropic activities in marketing his brand to various countries of the world. He is also exhibiting the attribute of being social while running his business.
He saw the significance of teamwork and thus had to look for a partner in Argentina and look work with the interns. He has positive emotions even when dealing with people who are discouraging his efforts (Schacter 2011).
Maw, E 2008, Mintzberg’s 10 Managerial Roles, available from
Matthews, G; Deary, J; Whiteman, M 2003, Personality Traits (2nd ed.). Cambridge University
Poropat, E 2009, "A meta-analysis of the ﬁve-factor model of personality and academic
performance". Psychological Bulletin 135: 322–338.doi:10.1037/a0014996
Schacter, G 2011, Psychology (2nd ed.). Worth. pp. 474–475.
Atkinson, L.; Richard C; Edward E; Daryl J; Susan, N 2000, Hilgard's Introduction to
Psychology (13 ed.). Orlando, Florida: Harcourt College Publishers. p. 437.
McCrae R; Terracciano, A 2005, "Personality profiles of cultures: aggregate personality
traits". Journal of Personality and Social Psychology 89 (3): 407–25. doi:10.1037/0022-3518.104.22.1687
Myers, G 2009, Social psychology (10th ed.). New York: McGraw-Hill Higher Education
Shaffer, R 2004, Social and Personality Development (5th ed.). Wadsworth Publishing.
Muhlberger, P 2000, "Moral reasoning effects on political participation". Political
Psychology 21 (4): 667–695.
Trevino, K; Weaver, R; and Reynolds, J 2006, "Behavioral Ethics in Organizations: A review".
Journal of Management, p. 952
Bazerman, H and Tenbrunsel, E 2011, Blind Spots: Why we fail to do what's right and what to do
about it. Princeton University Press, p. 4.
Eleni, A; Nancy, P; and Eleanna, G 2005, "Entrepreneurial and professional CEOs: Differences
in motive and responsibility profile", Leadership & Organization Development Journal, Vol. 26 Iss: 2, pp.141 - 162