• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Bus 201 chapter 3 presentation 129638372903476250
 

Bus 201 chapter 3 presentation 129638372903476250

on

  • 421 views

 

Statistics

Views

Total Views
421
Views on SlideShare
421
Embed Views
0

Actions

Likes
0
Downloads
5
Comments
0

0 Embeds 0

No embeds

Accessibility

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • Some managers are demanding, difficult to get along with and highly critical of other people. Some are easier to get along with. Both styles can produce excellent results.
  • Terminal Values A personal conviction about life-long goals A sense of accomplishment, equality, and self-respect. Instrumental Values A personal conviction about desired modes of conduct or ways of behaving Being hard-working, broadminded, capable.
  • You can gain a good understanding of your own values by rank ordering first the terminal values and then the instrumental values.
  • Managers who are satisfied with their jobs are less likely to quit
  • Organizational citizenship behaviors: staying extra long hours, working harder to overcome obstacles, helping coworkers and subordinates…
  • 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
  • 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
  • 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
  • Some managers encourage risk taking, creative responses to problems, experimentation, tolerance of failure… Some support conservative and cautious behavior.
  • McDonald’s founder Ray Kroc insisted on hihg standards of customer service and clenliness. Bill Gates, founder of Microsoft, supports creativity and working hard. But he encourages to dress informally and personalize offices…
  • Orientation programs…

Bus 201 chapter 3 presentation 129638372903476250 Bus 201 chapter 3 presentation 129638372903476250 Presentation Transcript

  • Chapter Three Values, Attitudes, Emotions, and Culture: The Manager as a Person
  • Introduction
    • This chapter aims to understand how the personal characteristics of managers influence the process of management in general and organizational culture in particular.
  • Personality Traits
    • Personality Traits
      • Particular 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
      • Research suggests that the way people react to different conditions depends, in part, on their personalities.
  • Manager’s and Traits
    • Personality traits that enhance managerial effectiveness in one situation may actually impair it in another
    • 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
  • Big Five Personality Traits
    • 1. Extraversion :
      • 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
  • Big Five Personality Traits
    • 2. Negative affectivity :
      • 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
  • Measure of Negative Affectivity Figure 3.3
  • Big Five Personality Traits
    • 3. Agreeableness :
      • 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
    • 4. Conscientiousness :
      • tendency to be careful, scrupulous, and persevering
      • Managers high in conscientiousness are organized and self-disciplined
      • Managers low in conscientiousness lack direction and self-discipline
  • Big Five Personality Traits
    • 5. Openness to Experience
      • 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
  • Other Personality Traits
    • Internal locus of control
      • Belief that you are responsible for your own fate
      • Own actions and behaviors are major and decisive determinants of job outcomes
      • Managers need to have an internal locus of control because they are responsible for what happens in organizations.
      • They need to believe that they can make a difference.
  • Other Personality Traits
    • External locus of control
      • Believe that outside forces are responsible for what happens to and around them
      • Do not think their own actions make much of a difference
      • They do not tend to intervene to change a situation or solve a problem, leaving it to someone else.
  • Other Personality Traits
    • Self-Esteem
      • The degree to which people feel good about themselves and their capabilities
        • High self-esteem causes a person to feel competent, deserving and capable.
        • Persons with low self-esteem have poor opinions of themselves and are unsure about their capabilities.
  • Other Personality Traits
    • Need for Achievement
      • The extent to which an individual has a strong desire to perform challenging tasks well and meet personal standards for excellence
    • Need for Power
      • The extent to which an individual desires to control or influence others
  • Other Personality Traits
    • Need for Affiliation
      • The extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having other people get along
      • May not always be desirable in
      • managers because it might
      • lead them to try too hard to be
      • liked by others rather than doing
      • what they should be doing.
  • Values, Attitudes, and Moods 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
  • Values
    • Terminal Values
      • A personal conviction about life-long goals
      • Often lead to the formation of norms or unwritten informal codes of conduct that prescribe how people should act in particular situations; such as behaving honestly.
    • Instrumental Values
      • A personal conviction about desired modes of conduct or ways of behaving
        • Being hard-working, broadminded, capable
  • Values
    • Value System
      • What a person is striving to achieve in life and how they want to behave
  • Terminal and Instrumental Values Figure 3.4
  • Attitudes
    • Attitude
      • A collection of feelings and beliefs.
      • Attitudes of managers affect how they approach their jobs.
      • Two of the most important attitudes in this context are:
        • 1. job satisfaction
        • 2. organizational commitment.
  • Attitudes
    • 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 to increase as managers move up in the hierarchy in an organization.
      • In general, it is desirable for managers to be satisfied with their jobs for two important reasons:
      • 1.Satisfied managers may be less likely to quit
      • 2.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 “above and beyond the call of duty” behaviors.
  • Attitudes
    • Organizational Commitment
      • The collection of feelings and beliefs that managers have about their organization as a whole .
      • Managers who are committed to their organizations believe in what their organizations are doing, are proud of what these organizations stand for, and feel a high degree of loyalty.
      • Committed managers are more likely
      • to go above and beyond the call of
      • duty to help their company and
      • less likely to quit.
  • 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.
      • A manager’s mood affects their treatment of others and how others respond to them.
        • Subordinates perform better and relate better to managers who are in a positive mood.
        • Current situations and a person's basic outlook affect a person’s current mood.
  • A Measure of Positive and Negative Mood at Work Figure 3.6
  • Emotional Intelligence
    • Emotions are more intense feelings than moods, are often directly linked to whatever caused the emotion and are more short-lived.
    • 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.
  • Organizational Culture
    • Organizational Culture
      • 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
  • 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 similar to their own, which may or may not benefit the organization over the long-term.
  • Role of Values and Norms in Organizational Culture
    • Managers determine and shape organizational culture through the kinds of values and norms they promote in organizations.
    • 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
  • Factors Affecting Organizational Culture Figure 3.9
  • Socialization
    • Organizational socialization
      • process by which newcomer’s learn an organization’s values and norms and acquire the work behaviors necessary to perform jobs effectively
  • Ceremonies and Rites
    • Ceremonies and Rites
      • Formal events that recognize incidents of importance to the organization as a whole and to specific employees
  • Ceremonies and Rites
    • Rites of passage
      • determine how individuals enter, advance within, or leave the organization
      • Like induction and basic training
    • Rites of integration
      • build and reinforce common bonds among organizational members
      • Like office Christmas party
    • Rites of enhancement
      • let organizations publicly recognize and reward employees’ contributions and thus strengthen their commitment to organizational values
      • Like presentation of annual award
  • Stories and Language
    • 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
  • Culture and Managerial Action
    • Culture influences the way managers perform their four main function; planning, organizing, leading and controlling.