Values, Attitudes, Emotions & Cultures

8/7/2019 Values, Attitudes, Emotions & Cultures

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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.

prince dudhatra-9724949948


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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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Extraversion tendency toexperience positive emotions and

moods and feel good about oneself and the rest of the world



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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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N egative affectivity tendency toexperience negative emotions andmoods, feel distressed, and be critical of oneself and others



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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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Agreeableness tendency to getalong well withothers



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Managers high in agreeableness arelikable, affectionate and care aboutothers

Managers with low agreeableness maybe distrustful, unsympathetic,uncooperative and antagonistic



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C onscientiousness tendency to becareful, scrupulous,

and persevering



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Managers high in this trait are organizedand self-disciplined

Managers low in this trait lack directionand self-discipline



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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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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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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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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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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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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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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

they are managingprince dudhatra-9724949948


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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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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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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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