Values, Attitudes, Emotions, and Culture: The Manager as
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 2-2 Learning Objectives 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 2-3 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 2-4 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 2-5 Big Five Personality Traits Figure 2.1 2-6
Big Five Personality Traits 1-Extraversion The 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
2-7 Big Five Personality Traits 2-Negative affectivity The tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others
2-8 Big Five Personality Traits 3-Agreeableness The 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 2-9
Big Five Personality Traits 4-Conscientiousness The tendency to be careful, scrupulous, and persevering Managers high in this trait are organized and selfdisciplined Managers low in this trait lack direction and selfdiscipline 2-10 Big Five Personality Traits
5-Openness to Experience The tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks 2-11 Measures of Extraversion, Agreeableness, Conscientiousness,
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
David McClelland 1-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 David McClelland
2-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 David McClelland 3-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
Instrumental Values A lifelong goal or objective that an individual seeks to achieve (a code) A mode of conduct that an individual seeks to follow
http://www.youtube.com/watch?v=6jWwh58oNbE http://www.youtube.com/watch?v=ajmD_xbtHpA 2-21 Terminal and Instrumental Values Figure 2.4
2-22 Values Can you explain the difference between values, morals and ethics? Values Morals Ethics
*Values, Morals and Ethics* http://changingminds.org/explanations/values/values_morals_ethics.htm 2-23 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. 2-24 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 2-25 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 2-26 Attitudes Organizational Commitment The collection of feelings and beliefs that managers have about their organization as a whole
2-27 Moods and Emotions Mood A feeling or state of mind Emotion Intense, relatively short-lived feelings
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 (Benjamin Schneiders Management Model) A model that explains how personality may influence organizational culture Founder of firms tend to hire employees whose personalities that are similar to their own 2-31 Organization Culture: 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
Organization Culture: 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 2-33
Factors that Maintain and Transmit Organizational Culture Figure 2.9 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 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 (parties)
2-36 Ceremonies and Rites Rites of enhancement let organizations publicly recognize and reward employees contributions and thus strengthen their commitment to organizational values (awards)
2-37 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
2-38 Video Case: Keeping Your Emotions in Check 1. Why do managers need to be concerned with their emotions and the emotions of their coworkers and subordinates? 2. What are some of the strategies a person can use to keep emotions in check? DVD 2 - # 25: Keeping your Emotions in Check 2-39
Proteins are polymers made up of amino acid monomers. Amino acids . contain a central carbon bonded to a carboxyl group, an amino group, a hydrogen atom, and an R group (variable group or side chain which determines function) Peptide...
* End-of-module assignment (p. 1 of 2) 1. Find these images in the California Coastal Records Project database, look at the position of the helicopter, find the location of the coast on your maps, and report the ratings of the...
This is a fluid categorisation - given, for example, the recent dilution of medical professional power related to the rise of corporatism and consumerism. Nonetheless, these differences have significant implications in areas such as: The way knowledge is used in...
Since ships were much less constraining than caravans in terms of capacity, larger quantities of goods could be traded. The main maritime route started at Canton (Guangzhou), passed through Southeast Asia, the Indian Ocean, the Red Sea and then reached...
In the past, fetal mesencephalic tissues were transplanted into the straitum of PD patients for those with advanced disease. However, this fetal transplantation came with ethical issues and low cell survival rates.
The original coffee maker or concept of the coffee maker began in 575 A.D. This was when the Turks were beginning to brew coffee. Many of the history was lost, so no one really knows how they started to brew...
Ready to download the document? Go ahead and hit continue!