POP QUIZ! I asked you to take 3 online quizzes. ONE of them had a very bright colored screen (the...
-
Upload
clifford-levey -
Category
Documents
-
view
214 -
download
2
Transcript of POP QUIZ! I asked you to take 3 online quizzes. ONE of them had a very bright colored screen (the...
POP QUIZ!
• I asked you to take 3 online quizzes. ONE of them had a very bright colored screen (the Big 5 test). What color was it?
POP QUIZ!
• I asked you to take 3 online quizzes. ONE of them had a very bright colored screen (the Big 5 test). What color was it?
LIME GREEN
Values, Attitudes, Emotions, and Culture: The
Manager as a Personchapter three
Lecture 2
McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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
3-4
Values
• Terminal Values– A personal conviction about life-long goals• Instrumental Values– A personal conviction about desired modes of
conduct or ways of behaving
3-5
Values
• Norms– Unwritten, informal codes of conduct that
prescribe how people should act in particular situations and are considered important by most members of a group or organization.
3-7
Attitudes• Attitudes– Capture managers’ thoughts and feelings about
their specific jobs and organizations. – 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.– Figure 3.5, page 98
3-9
Attitudes
– Organizational Citizenship Behaviors• Behaviors that are not required of organizational
members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage
3-10
Attitudes
• Organizational Commitment– The collection of feelings and beliefs that managers
have about their organization as a whole
3-11
Organizational Commitment
Believe in what their organizations are doing
Proud of what their organizations stand for
More likely to go above and beyond the call of duty
Less likely to quit
3-12
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.• Figure 3.7, page 103
• Emotions– Emotions are more intense than moods– short-lived– usually linked to a specific cause.
3-14
Emotional Intelligence
• 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.• Figure 3.8, page 106
3-15
Emotional Intelligence
• Managers with a high level of emotional intelligence– are more likely to understand how they are feeling
and why– are more able to effectively manage their feelings
so that they do not get in the way of effective decision-making
3-16
Organizational Culture
• Organizational Culture – The shared set of beliefs, expectations, values,
norms, and work routines that influence how individuals, groups, and teams interact with one another and cooperate to achieve organizational goals.
3-17
Organizational Culture
• When organizational members share an intense commitment to cultural values, beliefs, and routines a strong organizational culture exists
• When members are not committed to a shared set of values, beliefs, and routines, organizational culture is weak
3-18
Example - Patagonia
• Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis- Patagonia’s mission statement
• Patagonia donates time, services and 1% of sales to hundreds of environmental groups
• Employees are encourage to take paid sabbaticals to work with a cause they are passionate about
3-19
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 to their own, which may or may not benefit the organization over the long-term.
3-20
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
3-21