principle of management chap3 group1

Values, Attitudes, Emotions, andCulture: The Manager as a Person

CHAPTER 3

McGraw-Hill EducationCONTEMPORARY MANAGEMENT, 9TH Edition Copyright @ 2016 by McGrew-Hill

Education. All right reserved

Learning Objective

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.

Appreciate how moods and emotions influence all members of an organization.

Describe the nature of emotional intelligence and its role in management.

Define organizational culture and explain how managers both create and are influenced by organization culture.

Personality Traits

Particular tendencies to feel, think, and act in certain ways that can be used to describe the personality of every individual.

Manager’s personality traits influence their behavior and their approach to managing people and resources.

The 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 (often called Extraverts).

Managers low in extraversion tend to be less inclined toward social interaction and have a less positive outlook (often called Introverts).


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


Managers high in negative affectivity may often feel angry and dissatisfied and complain about their own and others’ lack of progress

Managers who are low in negative affectivity do not tend to experience many negative emotions and moods and are less pessimistic and critical of themselves and others


Agreeableness – tendency to get along well with others.

Managers who are high on the agreeableness continuum are likable, tend to be affectionate, and care about other people.

Managers who are low on agreeableness may be somewhat distrustful of others, unsympathetic, uncooperative, and even at times antagonistic.


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


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


Managers who are high in openness to experience may be especially likely to take risks and be innovative in their planning and decision making

Managers who are low in this trait may be less prone to take risks and be more conservative in their planning and decision making

Other Personality Traits

Internal locus of controlBelief that you are responsible for your

own fateOwn actions and behaviors are major and

decisive determinants of job outcomes


External locus of control Believe that outside forces are responsible

for what happens to and around them Do not think their own actions make much

of a difference


Self-EsteemThe degree to which people feel good

about themselves and their abilitiesHigh self-esteem causes a person to

feel competent, deserving and capable.Persons with low self-esteem have poor

opinions of themselves and are unsure about their capabilities.


Need for AchievementThe extent to which an individual has a

strong desire to perform challenging tasks well and meet personal standards for excellence.


Need for AffiliationThe extent to which an individual is

concerned about establishing and maintaining good interpersonal relations, being liked, and having other people get along.


Need for PowerThe 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.

AttitudesCapture managers’ thoughts and feelings

about their specific jobs and organizations.

Moods and EmotionsEncompass how managers actually feel

when they are managing.

Values

Terminal ValuesA personal conviction about life-long goals.Terminal values often lead to the formation

of Norms, which are unwritten, informal codes of conduct, such as behaving honestly or courteously, that prescribe how people should act in particular situations and are considered important by most members of a group or organization.

Instrumental ValuesA personal conviction about desired

modes of conduct or ways of behaving

Terminal and Instrumental Values

Source: Milton Rokeach, The Nature of Human Values (New York: Free Press, 1973).

Values

Value SystemWhat a person is striving to achieve in life

and how they want to behave

Attitudes

Attitude A collection of feelings and beliefs

Job SatisfactionOrganizational Commitment

Attitudes

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 Job 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 BehaviorsBehaviors that are not required of

organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage.

Attitudes

Managers who are satisfied with their jobs are more likely to perform these “above and beyond the call of duty” behaviors,

Satisfied Managers may be less likely to quit.

Dissatisfied manager may always be on the lookout for new opportunities.

Attitudes

Organizational CommitmentThe collection of feelings and beliefs that

managers have about their organization as a whole

Organizational Commitment

Believe in what their organizations are doing,

Proud of what their organizations stand for,Feel a high degree of loyalty toward their

organizations. More likely to go above and beyond the

call of duty to help their company,Less likely to quit.

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.

Moods and Emotions

Emotions Are more intense feelings than moods,

are often directly linked to whatever caused the emotions, and are more short-lived.

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

Emotional IntelligenceThe ability to understand and manage one’s

own moods and emotions, and the moods and emotions of other people.High level of EI are likely to understanding

how they are feeling and why,Able to effectively manage their feelings for

decision making.Helps managers carry out their interpersonal

roles (liked figurehead, leader, and liaison).

A Measure of Emotional Intelligence

Source: David J. Weiss, et al., Manual for the Minnesota Satisfaction Questionnaire. Copyright by Vocational Psychology Research, Unversity of Minnesota; Adapted by permission of Randall B. Dunham and J.B. Brett. Copyright @ 1975 by the American Psychological Association.

Organizational Culture

The shared set of beliefs, expectations, value, norms, and work routines that influence how individuals, groups, and teams, interact with one another and cooperate to achieve organizational goals.

Organizational Culture

When organizational members share an intense commitment to cultural values, beliefs, and routines and use them to achieve their goals, a strong organizational culture exists

When members are not strongly committed to a shared system of values, beliefs, and routines, organizational culture is weak

Manager and Organizational Culture

Attraction-Selection-Attrition FrameworkA model that explains how personality may

influence organizational culture.When founders hire new employees, they

tend to be attracted to and choose employees whose personalities are similar to their own.

Similar employees are more likely to stay,

Dissimilar employees might be hired but more likely to leave the organization over time.

The Role of Values and Norms in Organizational Culture

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.

The Role of Values and Norms in Organizational Culture

Managers determine and shape organizational culture through the kinds of values and norms they promote in an organization

Managers of different kinds of organizations deliberately cultivate and develop the organizational values and norms that are best suited to their task and general environments, strategy, or technology.

Factors that Maintain and Transmit Organization Culture


Values of the Founder – organizational founder and his or her terminal and instrumental values have a substantial influence on the values, norms, and standards of behavior that develop over time within the organization.


Organizational socialization – process by which newcomer’s learn an organization’s values and norms and acquire the work behaviors necessary to perform jobs effectively.


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

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

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

Organizational Rites

Stories and Language

Communicate organizational cultureStories can reveal the kinds of behaviors that

are valued by the organization and the kinds of practices that are frowned on.

Thank you