McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

Chapter Three

Values, Attitudes, Emotions, and Culture:

The Manager as a Person

3-2

Introduction

This chapter aims to understand how the personal characteristics of managers influence the process of management in general and organizational culture in particular.

3-3

Personality Traits

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 personalities influence their behavior and approach to managing people and resources

≈Research suggests that the way people react to different conditions depends, in part, on their personalities.

3-4

Manager’s and Traits

Personality traits that enhance managerial effectiveness in one situation may actually impair it in another

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

3-5

Big Five Personality Traits

1. 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

3-6

Big Five Personality Traits

2. 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

3-7

Measure of Negative Affectivity

Figure 3.3

3-8

Big Five Personality Traits

3. 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

4. Conscientiousness: ≈tendency to be careful, scrupulous, and persevering≈Managers high in conscientiousness are organized and

self-disciplined≈Managers low in conscientiousness lack direction and

self-discipline

3-9

Big Five Personality Traits

5. 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

3-10

Other Personality Traits

Internal locus of control≈Belief that you are responsible for your own fate≈Own actions and behaviors are major and decisive

determinants of job outcomes

≈Managers need to have an internal locus of control because they are responsible for what happens in organizations.

≈They need to believe that they can make a difference.

3-11

Other Personality Traits

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≈They do not tend to intervene to change a situation or

solve a problem, leaving it to someone else.

3-12

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, deserving and capable. Persons with low self-esteem have poor opinions of

themselves and are unsure about their capabilities.

3-13

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

Need for Power≈The extent to which an individual desires to

control or influence others

3-14

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

≈May not always be desirable inmanagers because it might lead them to try too hard to beliked by others rather than doingwhat they should be doing.

3-15

Values, Attitudes, andMoods 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

3-16

Values

Terminal Values≈A personal conviction about life-long goals≈Often lead to the formation of norms or

unwritten informal codes of conduct that prescribe how people should act in particular situations; such as behaving honestly.

Instrumental Values≈A personal conviction about desired modes of

conduct or ways of behaving Being hard-working, broadminded, capable

3-17

Values

Value System≈What a person is

striving to achieve in life and how they want to behave

3-18

Figure 3.4

Terminal and Instrumental Values

3-19

Attitudes

Attitude≈A collection of feelings and beliefs.≈Attitudes of managers affect how they

approach their jobs.≈Two of the most important attitudes in this

context are:1. job satisfaction

2. organizational commitment.

3-20

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 to increase as managers move up in

the hierarchy in an organization.

≈ In general, it is desirable for managers to be satisfied with their jobs for two important reasons:

1.Satisfied managers may be less likely to quit2.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.

3-21

Attitudes

Organizational Commitment≈The collection of feelings and beliefs that managers

have about their organization as a whole.

≈Managers who are committed to their organizations believe in what their organizations are doing, are proud of what these organizations stand for, and feel a high degree of loyalty.

≈Committed managers are more likely to go above and beyond the call of duty to help their company and less likely to quit.

3-22

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.

≈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. Current situations and a person's basic outlook affect a

person’s current mood.

3-23

A Measure of Positive and Negative Mood at Work

Figure 3.6

3-24

Emotional Intelligence

Emotions are more intense feelings than moods, are often directly linked to whatever caused the emotion and are more short-lived.

Emotional Intelligence≈The ability to understand and manage one’s own

moods and emotions and the moods and emotions of other people. Helps managers carry out their interpersonal roles of

figurehead, leader, and liaison.

3-25

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

3-26

Organizational Culture

Attraction-Selection-Attrition Framework≈A model that explains the role that founders’

personal characteristics play in determining organizational culture. Founders of firms tend to hire employees whose

personalities that are similar to their own, which may or may not benefit the organization over the long-term.

3-27

Role of Values and Norms in Organizational Culture

Managers determine and shape organizational culture through the kinds of values and norms they promote in organizations.

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

3-28

Factors Affecting Organizational Culture

Figure 3.9

3-29

Socialization

Organizational socialization ≈process by which newcomer’s learn an

organization’s values and norms and acquire the work behaviors necessary to perform jobs effectively

3-30

Ceremonies and Rites

Ceremonies and Rites ≈Formal events that recognize incidents of

importance to the organization as a whole and to specific employees

3-31

Ceremonies and Rites

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

organization≈Like induction and basic training

Rites of integration ≈build and reinforce common bonds among organizational members≈Like office Christmas party

Rites of enhancement ≈let organizations publicly recognize and reward employees’

contributions and thus strengthen their commitment to organizational values

≈Like presentation of annual award

3-32

Stories and Language

Communicate organizational cultureStories reveal behaviors that are valued by

the organizationIncludes how people dress, the offices they

occupy, the cars they drive, and the degree of formality they use when they address one another

3-33

Culture and Managerial Action

Culture influences the way managers perform their four main function; planning, organizing, leading and controlling.