3-1

3-2

Chapter

Attitudes, SelfConcept, Values, and Ethics

McGraw-Hill/Irwin
2008 The McGraw-Hill Companies, Inc. All rights reserved

3-3

Introduction
Job

satisfaction is based on attitudes, which in turn are shaped by values and ethics is ones attitude about oneself

Self-concept

Values

do tend to influence, not necessarily affect, behavior, including whether or not behavior is ethical

3-4

Attitude
Attitude
They

a strong belief or feeling toward people, things, and situations

are not quick judgments we change easily but we can change our attitudes

People

interpret our attitudes by our behavior Employers place great emphasis on attitude Employee attitudes affect customer attitudes
Attitudes

are primarily developed through experiences

3-5

Management Attitudes
Theory X and Theory Y
Theory X the attitude that employees dislike work and must be closely supervised to get them to do their work Theory Y the attitude that employees like to work and do not need to be closely supervised to get them to do their work

Pygmalion Effect
Supervisors attitudes and expectations of employees and how they treat them largely determine their performance

3-6

Changing Your Attitudes

1.

2.
3.

Be aware of your attitudes Do not harbor negative thoughts Keep an open mind

3-7

Shaping and Changing Employee Attitudes

Changing Your Attitudes Do not harbor negative thoughts

Be aware of Your attitudes

Keep an open mind

Shaping and Changing Employee Attitudes

Accentuate positive conditions

Give employees feedback Provide consequences

Be a positive role model

3-8

Job Satisfaction
satisfaction a set of attitudes toward work It is what most employees want from their jobs Job satisfaction affects absenteeism and turnover, which affect performance Job satisfaction survey process of determining employee attitudes about the job and work environment
Job

3-9

Improving job satisfaction may lead to better human relations and organizational performance by creating a win-win situation.

3 - 10

Determinants of Job Satisfaction

1. The work itself 2. Pay 3. Growth and upward mobility 5. Coworkers 6. Attitude toward work

4. Supervision

3 - 11

Self-Concept
Self-concept

your overall attitude about

yourself Also called:

Self-esteem

Self-image

Self-concept

includes perceptions about several aspects of oneself Having a positive self-concept is part of emotional intelligence

3 - 12

Self-Efficacy
your belief in your capability to perform in a specific situation Self-efficacy affects your Self-efficacy
effort

persistence
expressed

interest the difficulty of goals you select

3 - 13

Self-Fulfilling Prophecy
Your

expectations affect your performance Self-fulfilling prophecy occurs when your expectations affect your success or failure
If

you think you will be successful, you will be If you think you will fail, you will, because you will fulfill your expectations
Your

self-efficacy becomes your self-fulfilling prophecy

3 - 14

Attribution Theory
Attribution
Internal

the perception of the cause of behavior as being internal or external

behavior is within the control of the person External behavior is out of the persons control

We

make judgments about why people do the things they do by using: distinctiveness, consistency, and consensus Attribution theory is how we perceive the causes of behavior, which in turn affect our subsequent choices and behaviors.

3 - 15

General Guidelines to Improve Your Self-Concept

1.

2.
3. 4.

View mistakes as learning experiences Accept failure and bounce back Control negative behavior and thoughts Use any religious or spiritual beliefs you have that can help you develop a more positive self-concept

3 - 16

Action Plan for Building a Positive Self-Concept

Step

1. Identify your strengths and areas that need improvement Step 2. Set short and long term goals and visualize them Step 3. Develop a plan and implement it

3 - 17

Values (1 of 2)
Values

are the things that have worth for or are important to the individual
what should be Influence the choices we make among alternative behaviors
Concern

Value

system the set of standards by which an individual lives

3 - 18

Values (2 of 2)
Values

direct the form that motivated behavior will take Values help shape your attitudes Values are developed in much the same way as attitudes Values are more stable than attitudes

3 - 19

Spirituality (1 of 2)
Ones

spirituality is the essence of who he or

she is It defines the inner self separate

from the body including the physical and intellectual self

The

quality of being spiritual, of recognizing the intangible, life-affirming force in self and all human beings

3 - 20

Spirituality (2 of 2)
It

is a state of intimate relationship with the inner self of higher values and morality It is a recognition of the truth of the inner nature of people It does not apply to particular religions, although the values of some religions may be part of a persons spiritual focus

3 - 21

Spirituality in the Workplace (1 of 2)

It

is about people seeing their work:

as

a spiritual path as an opportunity to grow personally as a way to contribute to society in a meaningful way
It

is about learning to be more caring and compassionate with:

fellow

employees bosses subordinates customers

3 - 22

Spirituality in the Workplace (2 of 2)

It

is about integrity

being

true to oneself telling the truth to others

Can

refer to an individuals attempts to live his or her values more fully in the workplace Can refer to the ways organizations structure themselves to support the spiritual growth of employees

3 - 23

Guidelines for Leading from a Spiritual Perspective

1.

2.
3. 4. 5.

Know thyself Act with authenticity and congruency Respect and honor the beliefs of others Be as trusting as you can be Maintain a spiritual practice

3 - 24

Ethics
the moral standard of right and wrong behavior Ethical behavior is affected by:
Ethics
Personality

traits and attitudes Moral development The situation

3 - 25

Levels of Moral Development

3. Postconventional Behavior is motivated by universal principles of right and wrong, regardless of the expectations of the leader or group. One seeks to balance the concerns for self with those of others and the common good.
2. Conventional Living up to expectations of acceptable behavior defined by others motivates behavior to fulfill duties and obligations. Common for followers to copy the behavior of the leaders and group. 1. Preconventional Self-interest motivates behavior to meet ones own needs to gain rewards while following rules and obedient to authority to avoid punishment.

3 - 26

Moral justification is the process of reinterpreting immoral behavior in terms of a higher purpose.

3 - 27

Justifications for Unethical Behavior (1 of 2)

Displacement
The

of responsibility

process of blaming ones unethical behavior on others

Diffusion
The

of responsibility

process of the group using the unethical behavior with no one person being held responsible

Advantageous
The

comparison

process of comparing oneself to others who are worst

3 - 28

Justifications for Unethical Behavior (2 of 2)

Disregard
The

or distortion of consequences

process of minimizing the harm caused by the unethical behavior

Attribution
The

of blame

process of claiming the unethical behavior was caused by someone elses behavior

Euphemistic
The

labeling

process of using cosmetic words to make the behavior sound acceptable

3 - 29

Human Relations Guides to Ethical Decisions

When

making decisions, try to meet the goal of human relations by creating a win-win situation for all stakeholders

3 - 30

Global Ethics
Different

countries have different levels of ethical standards Managers typically have two choices:
make the same ethical decisions across countries Relativism decisions to be made based on the ethical standard of the country
Universalism

MNCs

can choose their level of global corporate social responsibility (GCSR)

3 - 31

Levels of Global Corporate Social Responsibility (GCSR) and Action