management values
TRANSCRIPT
Learning Objectives
• After this module, you should be able to:
• Describe the various personality traits that affect how managers
think, feel, and behave.
• Explain what values, attitudes, and moods and emotions are and
describe their impact on managerial action.
• Illustrate how ethics help managers determine the right or proper
way to behave when dealing with different stakeholder groups.
• Define organizational culture and explain the role managers play
in creating it.
• Explain why managers should strive to create ethical
organizational cultures.
Outline
• Enduring Characteristics: Personality Traits
• The Big Five Personality Traits
• Other Personality Traits that Affect Managerial Behavior
• Values, Attitudes, and Moods and Emotions
• Values: Terminal and Instrumental
• Attitudes
• Moods and Emotions
• Emotional Intelligence
Outline
• Ethics and Stakeholders
• Which Behaviors Are Ethical
• Why Would Managers Behave Unethically Toward Other
Stakeholders?
• Sources of an Organization’s Code of Ethics
• Organizational Culture
• How Managers Influence Organization Culture
• Ethical Organizational Cultures
• Social Responsibility
• Summary and Review
Personality Traits
• Enduring tendencies to feel, think,
and act in certain ways
• Characteristics that influence how
people think, feel and behave on
and off the job
• The personalities of managers
account for the different
approaches that managers adopt
to management.
• Traits are viewed as a continuum
(from high to low) along which
individuals fall.
Source: http://www.visualdna.com/wp-content/uploads/2013/11/quiz_big5.png
The Big Five Personality Traits
Openness ConscientiousnessExtraversion Agreeableness Neuroticism(emotional instability)
Imaginative
or practical
Interested in
variety or
routine
Independent
or
conforming
Organized or
disorganized
Careful or
careless
Disciplined
or impulsive
Sociable or
retiring
Fun-loving
or somber
Energetic or
reserved
Softhearted or
ruthless
Trusting or
suspicious
Helpful or
uncooperative
Calm or
anxious
Secure or
insecure
Self-satisfied
or self-
pitying
Manager’s personalities can be described by determining
which point on each of the following dimensions best
characterizes the manager in question:
Traits and Managers
• Successful managers vary
widely on the “Big Five”.
• It is important to understand these
traits since it helps explain a
manager’s approach to planning,
leading, organizing, etc.
• Managers should also be aware of
their own style and try to tone down
problem areas.
Other Personality Traits
• Internal Locus of Control
• The tendency to locate
responsibility for one’s own
fate within oneself
• People believe they are
responsible for their fate and
see their actions as important
to achieving goals.
Other Personality Traits
• External Locus of Control
• The tendency to locate
responsibility for one’s fate within
outside forces and to believe that
one’s own behavior has little impact
on outcomes
• People believe external forces
decide their fate and their actions
make little difference.
Other Personality Traits
• Self-Esteem
• The degree to which people feel
good about themselves and
their abilities
• High self-esteem causes a
person to feel competent, and
capable.
• Persons with low self-esteem
have poor opinions of
themselves and their abilities.
Other Personality Traits
• Need for Achievement
• The extent to which an individual
has a strong desire to perform
challenging tasks well and meet
personal standards for
excellence
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
• Need for Power
• The extent to which an individual desires to control or
influence others
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
Values
• Terminal Values
• A personal conviction about life-long goals
• A sense of accomplishment, equality, and
self-respect.
• Instrumental Values
• A personal conviction about desired modes
of conduct or ways of behaving
• Being hard-working, broadminded, capable.
• Value System
• The terminal and instrumental values that
are the guiding principles in an individual’s
life.
Terminal and Instrumental
Values
Source: Rokeach, The Nature of Human Values (New York: Free Press, 1973).
TERMINALINSTRUMENT
ALTERMINAL
INSTRUMENTAL
TERMINALINSTRUMENT
AL
Self-Respect HonestFamily Security
ResponsibleEquality
Honest
Family Security Responsible
Freedom Honest A world of peace Helpful
Freedom CapableHappiness
CourageousFamily Security Courageous
A sense of accomplishment Ambitious
Self-RespectIndependent
Self-RespectResponsible
Happiness Independent Mature love Capable Freedom Capable
Executives Union Members Activists
Values Ranking of Executives, Union Members, and Activists
(Top Five Only)
Source: Based on W. C. Frederick and J. Weber, “The Values of Corporate Managers and Their Critics: An Empirical Description and Normative Implications,” in Business Ethics: Research Issues and Empirical Studies,
ed. W. C. Frederick and L. E. Preston (Greenwich, CT: JAI Press, 1990), pp. 123-144.
Asian Values
•North America
• Networked relations: based on
self-interest
• Relationships viewed with
immediate gains
• Enforcement relies on
institutional law
• Governed by guilt (internal
pressures on performance)
•East and Southeast Asia
• Guanxi relations: based on
reciprocation
• Relationships meant to be long-
term and enduring
• Enforcement relies on personal
power and authority
• Governed by shame (external
pressures on performance)
Generational Differences
• The Elders (those over 60)
• Core values: Belief in order, authority, discipline, and the Golden Rule.
• Baby Boomers (born mid-1940s to mid-1960s)
• Autonomous rebels, anxious communitarians, connected enthusiasts, disengaged Darwinists.
Generational Differences
• Generation X (born mid-1960s to early 1980s)• Thrill-seeking materialists,
aimless dependents, social hedonists, new Aquarians, autonomous post-materialists.
• The Ne(x)t Generation (born between 1977 and 1997)• “Creators, not recipients.”
• Curious, contrarian, flexible, collaborative, high in self-esteem.
Source:https://ca.finance.yahoo.com/blogs/insight/millennials-boomers-agree-future-bleak-
191401297.html
Five Reasons Employees
Commit Themselves
• They are proud of [the company’s aspirations, accomplishments, and legacy; they share its values.
• They know what each person is expected to do, how performance is measured, and why it matters.
• They are in control of their own destinies; they savour the high-risk, high-reward work environment.
• They are recognized mostly for the quality of their individual performance.
• They have fun and enjoy the supportive and highly interactive environment.
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 have a positive
view of their jobs.
• Levels of job satisfaction tend increase as managers
move up in the hierarchy in an organization.
Sample Items from Two
Measures of Satisfaction Source: R.B. Dunham and J. B. Herman, “ Development of a Female Face Scale for Measuring Job Satisfaction.”
Journal of Applied Psychology 60 (1975): 629–31.
Attitudes
• Organizational Citizenship Behaviors
• Behaviors that are not required of organizational members
but that help the firm in gaining a competitive advantage.
• Managers with high satisfaction are more likely perform these
“above and beyond the call of duty” behaviors.
• Managers who are satisfied with their jobs are less likely to
quit.
Attitudes
• Organizational Commitment
• The collection of feelings and beliefs that managers have
about their organization as a whole
• Committed managers are loyal to and are proud of their
firms.
• Commitment can lead to a strong organizational culture.
• Commitment helps managers perform their figurehead and
spokesperson roles.
• The commitment of international managers is affected by job
security and personal mobility.
A Measure of Organizational
Commitment
Source: L. W. Porter and F. J. Smith,
“Organizational Commitment
Questionnaire,” in J. D. Cook, S. J.
Hepworth, T. D. Wall, and P. B. Warr,
eds., The Experience of Work: A
Compendium and Review of 249 Measures
and Their Use (New York: Academic
Press, 1981), 84–86.
Moods and Emotions
• Mood
• A feeling or state of mind
• Positive moods provide excitement, elation, and enthusiasm.
• Negative moods lead to fear, distress, and nervousness.
• Current situations and a person's basic outlook affect a
person’s current mood.
• A manager’s mood affects their treatment of others and
how others respond to them.
• Subordinates perform better and relate better to managers
who are in a positive mood.
A Measure of Positive and
Negative Mood at Work Source: A. P. Brief, M. J. Burke, J. M. George, B. Robinson, and J. Webster, “ Should Negative Affectivity Remain
an Unmeasured Variable in the Study of Job Stress?” Journal of Applied Psychology 73 (1988): 193–98.
Emotional Intelligence
• The ability to understand and
manage one’s own moods
and emotions and the moods
and emotions of other people.
• Assists managers in coping
with their own emotions.
• Helps managers carry out
their interpersonal roles of
figurehead, leader, and
liaison.
Sources
• George, Jennifer M. and Jones, Garreth R.,
CONTEMPORARY MANAGEMENT, The McGraw-Hill
Companies, Inc., 2003.
• Nancy Langton and Stephen P. Robbins, FUNDAMENTALS
OF ORGANIZATIONAL BEHAVIOUR, Third Canadian
Edition, Pearson Education Canada, 2007