Values, Attitudes, Emotions &amp Cultures

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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
prince dudhatra-9724949948

! 2

Describe the nature of emotional

intelligence and its role in management
Define organizational culture and explain
how managers both create and are
influenced by organizational culture

articular tendencies to feel, think, and act

in certain ways that can be used to
describe the personality of every
individual
Manager¶s personalities influence their
behavior and approach to managing
people and resources

!

No single trait is right or wrong for being

an effective manager
Effectiveness is determined by a
complex interaction between the
characteristics of managers and the
nature of the job and organization in
which they are working

ersonality traits that

enhance managerial
effectiveness in one
situation may
actually impair it in
another
ÿ
-hat is the tendency to experience

positive emotions and moods?
A. Negative affectivity
B. Extraversion
C. Agreeableness
D. Conscientiousness

Ô [ tendency to
experience positive emotions and
moods and feel good about oneself
and the rest of the world

Managers high in extraversion tend to

be sociable, affectionate, outgoing and
friendly
Managers low in extraversion tend to be

less inclined toward social interaction
and have a less positive outlook


è
[ tendency to
experience negative emotions and
moods, feel distressed, and be critical of
oneself and others

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
!
"#"

à
[
tendency to get
along well with
others

Managers high in agreeableness are

likable, affectionate and care about
others
Managers with low agreeableness may

be distrustful, unsympathetic,
uncooperative and antagonistic

2 [
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

] Ô [ tendency to be

original, have broad interests, be open to
a wide range of stimuli, be daring and
take risks

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

r Belief that you are responsible for your
own fate
r Own actions and behaviors are major
and decisive determinants of job
outcomes

Ô
r Believe that outside forces are
responsible for what happens to and
around them
r Do not think their own actions make
much of a difference

Ô
[ he degree to which people feel good about
themselves and their abilities
High self-esteem causes a person to feel
competent, deserving and capable.

ersons with low self-esteem have poor
opinions of themselves and are unsure
about their capabilities.
ÿ
-hat need is the extent to which an

individual has a strong desire to
perform challenging tasks well?
A. Achievement
B. Affiliation
C.
ower
D. Extension

èà
[ he extent to which an individual has a
strong desire to perform challenging tasks
well and meet personal standards for
excellence

Need for Affiliation

[ he extent to which an individual is
concerned about establishing and
maintaining good interpersonal relations,
being liked, and having other people get
along

Need for
ower
[ he extent to which an individual desires to
control or influence
others
|

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
|
erminal Values
[ A personal conviction about life-long goals
Instrumental Values
[ A personal conviction about desired modes
of conduct or ways of behaving
|
Value System
[ -hat a person is
striving to achieve
in life and how they
want to behave

%
|
Source: Rokeach,
áè
DNew York:
Free
ress, 1973).
"#$

Attitude
[ A collection of feelings and beliefs
Job Satisfaction
Organizational Commitment

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
wo
Measures of
Satisfaction
Source: R.B. Dunham and J. B.

Herman, ³ Development of a
Female Face Scale for
Measuring Job Satisfaction.´
å à

Ú D1975): Ú29[31.
"#& prince dudhatra-9724949948

Organizational Citizenship Behaviors

[ Behaviors that are not required of
organizational members but that help the
firm in gaining a competitive advantage.

Managers with high satisfaction are more

likely perform these ³above and beyond
the call of duty´ behaviors.
Managers who are satisfied with their

jobs are less likely to quit

Organizational Commitment
[ he collection of feelings and beliefs that
managers have about their organization as
a whole
'
Believe in what their organizations are

doing

roud of what their organizations stand for
More likely to go above and beyond the call
of duty
Less likely to quit
A Measure of
Organizational
Commitment
Source: L. -.
orter and F. J.
Smith, ³Organizational
Commitment Questionnaire,´ in
J. D. Cook, S. J. Hepworth, .
D. -all, and
. B. -arr, eds.,
áÔ à
2
! á"
DNew York: Academic
ress,
1981), 84[8Ú.
"#( prince dudhatra-9724949948

Mood
[ A feeling or state of mind

ositive moods provide excitement, elation, and
enthusiasm.
Negative moods lead to fear, distress, and
nervousness.

!

) *
Source: A.
. Brief, M. J. Burke, J. M. George, B. Robinson, and J. -ebster, ³ Should Negative Affectivity Remain
princeJournal
an Unmeasured Variable in the Study of Job Stress?´ dudhatra-9724949948
of Applied
sychology 73 D1988): 193[98. "#(
%
Emotional Intelligence
[ he 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.
%
Managers with a high level of emotional

intelligence are more likely to understand
how they are feeling and why
More able to effectively manage their
feelings so that they do not get in the
way of effective decision-making
'
Shared set of beliefs, expectations, values,

norms, and work routines that influence
how members of an organization relate
to one another and work together to
achieve organizational goals
'
-hen organizational members share an

intense commitment to cultural values,
beliefs, and routines a strong
organizational culture exists
-hen members are not committed to a
shared set of values, beliefs, and
routines, organizational culture is weak
'
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.
G |
!
erminal 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
G |
!
Managers determine and shape

organizational culture through the kinds
of values and norms they promote in an
organization
'

'
Organizational socialization [ process by

which newcomer¶s learn an
organization¶s values and norms and
acquire the work behaviors necessary to
perform jobs effectively

G
Formal events that recognize incidents of

importance to the
organization as a
whole and to
specific employees
M ÿ
-hat are examples of events that recognize

employees and their importance to the
organization? -hich of the following would
be the most meaningful to the employee and
to the organization?
A. Money
B. Stock Options
C.
laque
D.
arking Space

G
G

[ determine how individuals

enter, advance within, or leave the organization
G
[ build and reinforce
common bonds among organizational
members
G
[ let organizations
publicly recognize and reward employees¶
contributions and thus strengthen their
commitment to organizational values

Communicate organizational culture

Stories reveal behaviors that are valued
by the organization
Includes how people dress, the offices
they occupy, the cars they drive, and the
degree of formality they use when they
address one another
j+
How would Japanese

management training
work in the U.S.?
-hy does it work in
Japan?

Values, Attitudes, Emotions &amp Cultures

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O  

 Describe the various personality traits that

 Describe the nature of emotional

articular tendencies to feel, think, and act

 No single trait is right or wrong for being

ersonality traits that

-hat is the tendency to experience

 Managers high in extraversion tend to

 Managers low in extraversion tend to be

 Managers high in negative affectivity may often

 Managers who are low in negative affectivity do

 Managers high in agreeableness are

 Managers with low agreeableness may

 Managers high in this trait are organized

 Managers low in this trait lack direction

]    Ô   [ tendency to be

 Managers who are high in openness to

 Managers who are low in this trait may be

-hat need is the extent to which an

Need for Affiliation

Source: R.B. Dunham and J. B.

 Organizational Citizenship Behaviors

 Managers with high satisfaction are more

 Managers who are satisfied with their

 Believe in what their organizations are

 Managers with a high level of emotional

Shared set of beliefs, expectations, values,

 -hen organizational members share an

 erminal values [ signify what an

Managers determine and shape

Organizational socialization [ process by

 Formal events that recognize incidents of

-hat are examples of events that recognize

 [ determine how individuals

 Communicate organizational culture

How would Japanese

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O

Describe the various personality traits that

Describe the nature of emotional

No single trait is right or wrong for being

Managers high in extraversion tend to

Managers low in extraversion tend to be

Managers high in negative affectivity may often

Managers who are low in negative affectivity do

Managers high in agreeableness are

Managers with low agreeableness may

Managers high in this trait are organized

Managers low in this trait lack direction

] Ô [ tendency to be

Managers who are high in openness to

Managers who are low in this trait may be

Organizational Citizenship Behaviors

Managers with high satisfaction are more

Managers who are satisfied with their

Believe in what their organizations are

Managers with a high level of emotional

-hen organizational members share an

erminal values [ signify what an

Formal events that recognize incidents of

[ determine how individuals

Communicate organizational culture