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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
The Big Five Personality Traits
Extraversion – tendency to experience positive emotions and moods and feel good about oneself and the rest of the world.
The Big Five Personality Traits
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).
The Big Five Personality Traits
Negative affectivity – tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others.
The Big Five Personality Traits
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
The Big Five Personality Traits
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.
The Big Five Personality Traits
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
The Big Five Personality Traits
Openness to Experience – tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks
The Big Five Personality Traits
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
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
Other Personality Traits
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.
Other Personality Traits
Need for AchievementThe 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 AffiliationThe extent to which an individual is
concerned about establishing and maintaining good interpersonal relations, being liked, and having other people get along.
Other Personality Traits
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
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.
Factors that Maintain and Transmit Organization Culture
Organizational socialization – process by which newcomer’s learn an organization’s values and norms and acquire the work behaviors necessary to perform jobs effectively.
Factors that Maintain and Transmit Organization Culture
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