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Values, Attitudes, Emotions, and Culture: The Manager As A Person

Describe the various personality traits that affect how managers think, feel, and behave. Explain what values and attitudes are and describe their impact on managerial action. Explain how moods and emotions influence all members of an organization.

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91 views40 pages

Values, Attitudes, Emotions, and Culture: The Manager As A Person

Describe the various personality traits that affect how managers think, feel, and behave. Explain what values and attitudes are and describe their impact on managerial action. Explain how moods and emotions influence all members of an organization.

Uploaded by

shamaziq
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Values, Attitudes, Emotions, and Culture: The Manager as a Person

Chapter Two

McGraw-Hill/Irwin

Copyright 2011 by the McGraw-Hill Companies, Inc. All rights reserved.

Learning Objectives
LO1 Describe the various personality traits that affect how managers think, feel, and behave LO2 Explain what values and attitudes are and describe their impact on managerial action LO3 Appreciate how moods and emotions influence all members of an organization LO4 Describe the nature of emotional intelligence and its role in management LO5 Define organizational culture and explain how managers both create and are influenced by organizational culture
2-2

Personality Traits
Personality Traits
Enduring tendencies to feel, think, and act in certain ways that can be used to describe the personality of every individual Managers personalities influence their behavior and approach to managing people and resources
2-3

Managers and Traits


No single trait is right or wrong for being an effective manager Effectiveness is determined by a complex interaction between the characteristics of managers and the nature of the job and organization in which they are working

2-4

Big Five Personality Traits

Figure 2.1
2-5

Big Five Personality Traits


Extraversion
tendency to experience positive emotions and moods and feel good about oneself and the rest of the world Managers high in extraversion tend to be sociable, affectionate, outgoing and friendly Managers low in extraversion tend to be less inclined toward social interaction and have a less positive outlook
2-6

Big Five Personality Traits


Negative affectivity
tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others

2-7

Big Five Personality Traits


Agreeableness
tendency to get along well with others Managers high in agreeableness are likable, affectionate and care about others Managers with low agreeableness may be distrustful, unsympathetic, uncooperative and antagonistic

2-8

Big Five Personality Traits


Conscientiousness
tendency to be careful, scrupulous, and persevering Managers high in this trait are organized and self-disciplined Managers low in this trait lack direction and self-discipline

2-9

Big Five Personality Traits


Openness to Experience
tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks

2-10

Question?
Which personality trait is a tendency to be careful, scrupulous, and persevering? A. Extraversion B. Agreeableness C. Conscientiousness D. Openness to Experience
2-11

Measures of Extraversion, Agreeableness, Conscientiousne ss, and Openness to Experience

Figure 2.2

2-12

Measure of Negative Affectivity

Figure 2.3

2-13

Other Personality Traits


Internal locus of control
Tendency to locate responsibility for ones fate within oneself Own actions and behaviors are major and decisive determinants of job outcomes

2-14

Other Personality Traits


External locus of control
Tendency to locate responsibility for ones own fate in outside forces and to believe that ones own behavior has little impact on outcomes

2-15

Other Personality Traits


Self-Esteem
The degree to which people feel good about themselves and their capabilities High self-esteem causes a person to feel competent, and capable. Persons with low self-esteem have poor opinions of themselves and their abilities.
2-16

Other Personality Traits


Need for Achievement
The extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence

2-17

Other Personality Traits


Need for Affiliation
The extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having other people get along

2-18

Other Personality Traits


Need for Power
The extent to which an individual desires to control or influence others

2-19

Values, Attitudes, and Moods and Emotions


Values
Describe what managers try to achieve through work and how they think they should behave

Attitudes
Capture managers thoughts and feelings about their specific jobs and organizations.

Moods and Emotions


Encompass how managers actually feel when they are managing
2-20

Values
Terminal Values
A lifelong goal or objective that an individual seeks to achieve

Instrumental Values
A mode of conduct that an individual seeks to follow

2-21

Terminal and Instrumental Values

Figure 2.4

2-22

Values
Norms
informal rules of conduct for behaviors considered important by most members of a group or organization

Value System
The terminal and instrumental values that are guiding principles in an individuals life.
2-23

Attitudes
Attitudes
A collection of feelings and beliefs.

Job Satisfaction
A collection of feelings and beliefs that managers have about their current jobs.
Managers high on job satisfaction like their jobs, feel that they are being fairly treated, and believe that their jobs have many desirable features
2-24

Attitudes
Organizational Citizenship Behaviors
Behaviors that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and gaining a competitive advantage

2-25

Attitudes
Organizational Commitment
The collection of feelings and beliefs that managers have about their organization as a whole

2-26

Moods and Emotions


Mood
A feeling or state of mind

Emotion
Intense, relatively short-lived feelings

2-27

Question?
What is the ability to understand and manage ones own moods and emotions and the moods and emotions of other people? A. Emotional Intelligence B. Extraversion C. Locus of Control D. Machiavellianism
2-28

Emotional Intelligence
Emotional Intelligence
The ability to understand and manage ones own moods and emotions and the moods and emotions of other people
Helps managers carry out their interpersonal roles of figurehead, leader, and liaison

2-29

Organizational Culture
Organizational Culture
Shared set of beliefs, expectations, values, norms, and work routines that influence how members of an organization relate to one another and work together to achieve organizational goals

2-30

Organizational Culture
Attraction-Selection-Attrition Framework
A model that explains how personality may influence organizational culture.
Founders of firms tend to hire employees whose personalities that are to their own

2-31

Role of Values and Norms


Terminal values
signify what an organization and its employees are trying to accomplish

Instrumental values
guide the ways in which the organization and its members achieve organizational goals
Managers determine and shape organizational culture through the kinds of values and norms they promote in an organization
2-32

Factors that Maintain and Transmit Organizational Culture

Figure 2.9

2-33

Role of Values and Norms


Organizational socialization
process by which newcomers learn an organizations values and norms and acquire the work behaviors necessary to perform jobs effectively

2-34

Role of Values and Norms


Ceremonies and Rites
Formal events that recognize incidents of importance to the organization as a whole and to specific employees
2-35

Question?
What builds and reinforces common bonds among organizational members A. Rites of passage B. Rites of integration C. Rites of enhancement D. Rites of community
2-36

Ceremonies and Rites


Rites of passage
determine how individuals enter, advance within, or leave the organization

Rites of integration
build and reinforce common bonds among organizational members

2-37

Ceremonies and Rites


Rites of enhancement
let organizations publicly recognize and reward employees contributions and thus strengthen their commitment to organizational values

2-38

Stories and Language


Communicate organizational culture Stories reveal behaviors that are valued by the organization Includes how people dress, the offices they occupy, the cars they drive, and the degree of formality they use when they address one another
2-39

Video Case: Keeping Your Emotions in Check


Why do managers need to be concerned with their emotions and the emotions of their subordinates? What are some of the strategies a person can use to keep emotions in check?

2-40

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