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Values, Attitudes, Emotions, andCulture: The Manager as a Person
McGraw-Hill/IrwinContemporary Management, 5/e Copyright 2008 The McGraw-Hill Companies, Inc. All rights reserved.
chapter three
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L earning Objectives
Describe the various personality traits thataffect how managers think, feel, and
behaveExplain what values and attitudes are anddescribe their impact on managerial actionAppreciate how moods and emotionsinfluence all members of an organization
McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.
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L earning Objectives
Describe the nature of emotionalintelligence and its role in management
Define organizational culture and explainhow managers both create and areinfluenced by organizational culture
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Personality Traits
P articular tendencies to feel, think, and actin certain ways that can be used to
describe the personality of everyindividualManagers personalities influence their behavior and approach to managingpeople and resources
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B ig Five Personality Traits
Figure 3.1
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Managers and Traits
No single trait is right or wrong for beingan effective manager
Effectiveness is determined by acomplex interaction between thecharacteristics of managers and thenature of the job and organization inwhich they are working
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Managers and Traits
P ersonality traits thatenhance managerialeffectiveness in onesituation mayactually impair it inanother
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Q uestion?
W hat is the tendency to experiencepositive emotions and moods?
A. Negative affectivityB. ExtraversionC. AgreeablenessD. Conscientiousness
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B ig Five Personality Traits
Extraversion tendency toexperience positive emotions and
moods and feel good about oneself and the rest of the world
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B ig Five Personality Traits
Managers high in extraversion tend tobe sociable, affectionate, outgoing andfriendly
Managers low in extraversion tend to beless inclined toward social interactionand have a less positive outlook
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Measures
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B ig Five Personality Traits
N egative affectivity tendency toexperience negative emotions andmoods, feel distressed, and be critical of oneself and others
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B ig Five Personality Traits
Managers high in negative affectivity may oftenfeel angry and dissatisfied and complain abouttheir own and others lack of progress
Managers who are low in negative affectivity donot tend to experience many negative emotionsand moods and are less pessimistic and criticalof themselves and others
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Measure of Negative Affectivity
Figure 3.3
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B ig Five Personality Traits
Agreeableness tendency to getalong well withothers
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B ig Five Personality Traits
Managers high in agreeableness arelikable, affectionate and care aboutothers
Managers with low agreeableness maybe distrustful, unsympathetic,uncooperative and antagonistic
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B ig Five Personality Traits
C onscientiousness tendency to becareful, scrupulous,
and persevering
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B ig Five Personality Traits
Managers high in this trait are organizedand self-disciplined
Managers low in this trait lack directionand self-discipline
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B ig Five Personality Traits
Op enness to Ex perience tendency to beoriginal, have broad interests, be open toa wide range of stimuli, be daring andtake risks
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B ig Five Personality Traits
Managers who are high in openness toexperience may be especially likely totake 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 moreconservative in their planning anddecision making
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Other Personality Traits
I nternal locus of control Belief that you are responsible for your
own fateOwn actions and behaviors are major and decisive determinants of joboutcomes
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Other Personality Traits
External locus of control Believe that outside forces are
responsible for what happens to andaround themDo not think their own actions makemuch of a difference
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Other Personality Traits
S elf-Esteem T he degree to which people feel good about
themselves and their abilitiesHigh self-esteem causes a person to feelcompetent, deserving and capable.P ersons with low self-esteem have poor
opinions of themselves and are unsureabout their capabilities.
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Q uestion?
W hat need is the extent to which anindividual has a strong desire toperform challenging tasks well?
A. AchievementB. Affiliation
C.P
ower D. Extension
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Other Personality Traits
N eed for Achievement T he extent to which an individual has a
strong desire to perform challenging taskswell and meet personal standards for excellence
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Other Personality Traits
Need for Affiliation T he extent to which an individual is
concerned about establishing andmaintaining good interpersonal relations,being liked, and having other people getalong
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Other Personality Traits
Need for P ower T he extent to which an individual desires to
control or influenceothers
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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
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Values
T erminal Values A personal conviction about life-long goals
Instrumental Values A personal conviction about desired modes
of conduct or ways of behaving
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Values
Value System W hat a person is
striving to achievein life and how theywant to behave
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Figure 3.4
Source: Rokeach,T he N ature of HumanValues (New York:Free P ress, 1973).
Terminal andInstrumental
Values
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Attitudes
Attitude A collection of feelings and beliefs
Job SatisfactionOrganizational Commitment
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Attitudes
Job Satisfaction A collection of feelings and beliefs that
managers have about their current jobs.Managers high on job satisfaction have apositive view of their jobs.Levels of job satisfaction tend increase as
managers move up in the hierarchy in anorganization.
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Figure 3.5
Source: R.B. Dunham and J. B.Herman, Development of aFemale Face Scale for Measuring Job Satisfaction.J ournal of App lied Psychology 60 (1975): 629 31.
SampleItems fromT wo
Measures of Satisfaction
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Attitudes
Organizational Citizenship Behaviors Behaviors that are not required of
organizational members but that help thefirm in gaining a competitive advantage.
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Attitudes
Managers with high satisfaction are morelikely perform these above and beyondthe call of duty behaviors.
Managers who are satisfied with their jobs are less likely to quit
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Attitudes
Organizational Commitment T he collection of feelings and beliefs that
managers have about their organization as
a whole
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Organizational Commitment
Believe in what their organizations aredoingP roud of what their organizations stand for More likely to go above and beyond the callof dutyLess likely to quit
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Figure 3.6
Source: L.W
.P
orter and F. J.Smith, OrganizationalCommitment Questionnaire, inJ. D. Cook, S. J. Hepworth, T .D. W all, and P . B. W arr, eds.,T he Ex perience of Work: A C om pendium and Review of 249 Measures and T heir Use(New York: Academic P ress,1981), 84 86.
A Measure of OrganizationalCommitment
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Moods and Emotions
Mood A feeling or state of mind
P ositive moods provide excitement, elation, and
enthusiasm.Negative moods lead to fear, distress, andnervousness.
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A Measure of Positive and Negative Mood atWork
Figure 3.6
Source: A. P . Brief, M. J. Burke, J. M. George, B. Robinson, and J. W ebster, Should Negative Affectivity Remain
an Unmeasured Variable in the Study of Job Stress? Journal of AppliedP
sychology 73 (1988): 193
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Emotional Intelligence
Emotional Intelligence T he ability to understand and manage ones
own moods and emotions and the moodsand emotions of other people.
Helps managers carry out their interpersonal roles of figurehead, leader,and liaison.
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Emotional Intelligence
Managers with a high level of emotionalintelligence are more likely to understandhow they are feeling and whyMore able to effectively manage their feelings so that they do not get in theway of effective decision-making
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Organizational Culture
Shared set of beliefs, expectations, values,norms, and work routines that influencehow members of an organization relateto one another and work together toachieve organizational goals
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Organizational Culture
W hen organizational members share anintense commitment to cultural values,beliefs, and routines a strongorganizational culture existsW hen members are not committed to ashared set of values, beliefs, androutines, organizational culture is weak
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Organizational Culture
Attraction-Selection-Attrition Framework A model that explains the role that founders
personal characteristics play in determiningorganizational culture.
Founders of firms tend to hire employees whosepersonalities that are to their own, which may or may not benefit the organization over the long-
term.
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R ole of Values and Norms
T erminal values signify what anorganization and its employees are tryingto accomplishInstrumental values guide the ways inwhich the organization and its membersachieve organizational goals
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R ole of Values and Norms
Managers determine and shapeorganizational culture through the kindsof values and norms they promote in anorganization
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Factors Affecting OrganizationalCulture
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S ocialization
Organizational socialization process bywhich newcomers learn anorganizations values and norms andacquire the work behaviors necessary toperform jobs effectively
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Ceremonies and R ites
Formal events that recognize incidents of importance to theorganization as awhole and tospecific employees
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D iscussion Q uestion?
W hat are examples of events that recognizeemployees and their importance to theorganization? W hich of the following would
be the most meaningful to the employee andto the organization?
A. MoneyB. Stock OptionsC. P laqueD. P arking Space
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Ceremonies and R ites
R ites of passage determine how individualsenter, advance within, or leave the organizationR ites of integration build and reinforcecommon bonds among organizationalmembersR ites of enhancement let organizationspublicly recognize and reward employeescontributions and thus strengthen their commitment to organizational values
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S tories and L anguage
Communicate organizational cultureStories reveal behaviors that are valuedby the organizationIncludes how people dress, the officesthey occupy, the cars they drive, and thedegree of formality they use when theyaddress one another
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G ung Ho
How would Japanesemanagement trainingwork in the U.S.?
W hy does it work inJapan?
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