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Chapter 2

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8 views15 pages

Chapter 2

Uploaded by

dlhphillip
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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CHAPTER 2

Values, Attitudes,
Emotions, and Culture:
The Manager as a Person
Learning Objectives
• 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 organizational culture

2-2
Personality Traits
• Personality traits: Enduring tendencies to feel,
think, and act in certain ways that can be used to
describe the personality of every individual
• Managers’ personalities influence their behaviour
and approach to managing people and resources
• No single trait is right or wrong for being an
effective manager

2-3
Big Five Personality Traits
• Extraversion: Tendency to experience positive
emotions and moods and feel good about oneself
and the rest of the world
• Negative affectivity: Tendency to experience
negative emotions and moods, feel distressed, and
be critical of oneself and others

2-4
Big Five Personality Traits
• Agreeableness: Tendency to get along well with
others
• Conscientiousness: Tendency to be careful,
scrupulous, and persevering
• Openness to experience: Tendency to be original,
have broad interests, be open to a wide range of
stimuli, be daring, and take risks

2-5
Other Personality Traits
• Internal locus of control: Tendency to locate
responsibility for one’s fate within oneself
• External locus of control: Tendency to locate
responsibility for one’s own fate in outside forces
and to believe that one’s own behaviour has little
impact on outcomes
• Self-esteem: Degree to which individuals feel good
about themselves and their capabilities

2-6
Other Personality Traits

• Need for achievement: Desire to perform


challenging tasks well and to meet personal
standards for excellence
• Need for affiliation: Establishing and maintaining
good interpersonal relations, being liked, and
having other people get along
• Need for power: Desire to control or influence
others

2-7
Values
• Terminal values: A personal conviction about lifelong
goals
• Instrumental values: Mode of conduct that an
individual seeks to follow
• Norms: Unwritten, informal codes of conduct that
are considered important by most members of a
group
• Value system: Terminal and instrumental values that
are guiding principles in an individual’s life

2-8
Attitudes
• Job satisfaction: Collection of feelings and beliefs
that managers have about their current jobs
• Organizational citizenship behaviours: Behaviours
that are not required of organizational members
but are necessary for organizational efficiency,
effectiveness, and gaining a competitive
advantage
• Organizational commitment: Collection of
feelings and beliefs that managers have about
their organization as a whole
2-9
Moods and Emotions

• Mood: Feeling or state of mind


• Emotion: Intense, relatively short-lived feelings

2-10
Emotional Intelligence

• 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
• Understanding the feelings of subordinates is central
to developing strong interpersonal bonds with them

2-11
Organizational Culture
• Shared set of beliefs, expectations, values, norms,
and work routines that influence how employees
interact with one another and cooperate to
achieve organizational goals
• Attraction-selection-attrition framework: Posits
that founders hire employees whose personalities
are similar to their own

2-12
Factors That Maintain and Transmit Organizational
Culture

• Values of the founder: The founder’s terminal and


instrumental values influence the values, norms,
and standards of behavior that develop within the
organization
• Organizational socialization: Process by which
newcomer’s learn an organization’s values and
norms and acquire the work behaviours necessary
to perform jobs effectively

2-13
Factors That Maintain and Transmit
Organizational Culture
• Ceremonies and rites: Formal events that
recognize incidents of importance to the
organization as a whole and to specific employees
• Stories and Language: Reveals behaviours that are
valued by the organization and practices that are
frowned on

2-14
Factors That Maintain and Transmit
Organizational Culture

• Organizational language encompasses how


people dress, the offices they occupy, the cars
they drive, and the degree of formality they use
when addressing one another

2-15

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