Principle of management chap3 group1

Values, Attitudes, Emotions, and
Culture: The Manager as a Person
CHAPTER 3
McGraw-Hill Education
CONTEMPORARY MANAGEMENT, 9TH Edition Copyright @ 2016 by McGrew-Hill Education. All
right reserved

Learning Objective
 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
organization culture.

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 personality traits influence their
behavior and their approach to managing
people and resources.

The Big Five Personality Traits

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
(often called Extraverts).
 Managers low in extraversion tend to be
less inclined toward social interaction and
have a less positive outlook (often called
Introverts).

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

Agreeableness – tendency to get along well
with others.
 Managers who are high on the
agreeableness continuum are likable,
tend to be affectionate, and care
about other people.
Managers who are low on
agreeableness may be somewhat
distrustful of others, unsympathetic,
uncooperative, and even at times
antagonistic.

Conscientiousness – 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

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

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

Self-Esteem
 The degree to which people feel good
about themselves and their abilities
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.

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 Affiliation
 The extent to which an individual is
concerned about establishing and
maintaining good interpersonal relations,
being liked, and having other people get
along.

Need for Power
 The extent to which an individual desires
to control or influence
others.

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.
Terminal values often lead to the formation
of Norms, which are unwritten, informal
codes of conduct, such as behaving
honestly or courteously, that prescribe how
people should act in particular situations
and are considered important by most
members of a group or organization.
 Instrumental Values
A personal conviction about desired modes
of conduct or ways of behaving

Terminal and
Instrumental
Values
 Source: Milton
Rokeach, The
Nature of Human
Values (New York:
Free Press, 1973).

Values
 Value System
What a person is striving to achieve in life
and how they want to behave

Attitudes
 Attitude
 A collection of feelings and beliefs
 Job Satisfaction
 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 increase
as managers move up in the hierarchy
in an organization.

Sample
Items from
Two
Measures of
Job
Satisfaction
 Source: R.B. Dunham
and J. B. Herman, “
Development of a
Female Face Scale for
Measuring Job
Satisfaction.” Journal of
Applied Psychology 60
(1975): 629–31.

Attitudes
 Organizational Citizenship Behaviors
Behaviors that are not required of
organizational members but that
contribute to and are necessary for
organizational efficiency, effectiveness,
and competitive advantage.

Attitudes
Managers who are satisfied with their jobs
are more likely to perform these “above
and beyond the call of duty” behaviors,
Satisfied Managers may be less likely to
quit.
Dissatisfied manager may always be on
the lookout for new opportunities.

Attitudes
 Organizational Commitment
The collection of feelings and beliefs that
managers have about their organization
as a whole

Organizational Commitment
Believe in what their organizations are
doing,
Proud of what their organizations stand for,
Feel a high degree of loyalty toward their
organizations.
More likely to go above and beyond the
call of duty to help their company,
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.

Moods and Emotions
 Emotions
 Are more intense feelings than moods,
are often directly linked to whatever
caused the emotions, and are more
short-lived.

A Measure of Positive and Negative Mood at
Work
Source: A. P. Brief, M. J. Burke, J. M. George, B. Robinson, and J. Webster, “ Should Negative
Affectivity Remain an Unmeasured Variable in the Study of Job Stress?” Journal of Applied
Psychology 73 (1988): 193–98.

Emotional Intelligence
Emotional Intelligence
 The ability to understand and manage one’s
own moods and emotions, and the moods
and emotions of other people.
High level of EI are likely to understanding
how they are feeling and why,
Able to effectively manage their feelings
for decision making.
Helps managers carry out their
interpersonal roles (liked figurehead,
leader, and liaison).

A Measure of
Emotional
Intelligence
Source: David J. Weiss, et al.,
Manual for the Minnesota
Satisfaction Questionnaire. Copyright
by Vocational Psychology Research,
Unversity of Minnesota; Adapted by
permission of Randall B. Dunham
and J.B. Brett. Copyright @ 1975 by
the American Psychological
Association.

Organizational Culture
The shared set of beliefs, expectations,
value, norms, and work routines that
influence how individuals, groups, and
teams, interact with one another and
cooperate to achieve organizational
goals.

When organizational members share an
intense commitment to cultural values,
beliefs, and routines and use them to
achieve their goals, a strong organizational
culture exists
When members are not strongly committed
to a shared system of values, beliefs, and
routines, organizational culture is weak

Manager and Organizational Culture
Attraction-Selection-Attrition Framework
 A model that explains how personality may
influence organizational culture.
When founders hire new employees, they
tend to be attracted to and choose
employees whose personalities are
similar to their own.
 Similar employees are more likely to
stay,
Dissimilar employees might be hired but
more likely to leave the organization over
time.

The Role of Values and Norms in
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.

The Role of Values and Norms in
Managers determine and shape
organizational culture through the kinds of
values and norms they promote in an
organization
Managers of different kinds of organizations
deliberately cultivate and develop the
organizational values and norms that are
best suited to their task and general
environments, strategy, or technology.

Factors that Maintain and Transmit
Organization Culture

Values of the Founder – organizational
founder and his or her terminal and
instrumental values have a substantial
influence on the values, norms, and
standards of behavior that develop over
time within the 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.

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
 Rites of integration – build and reinforce
common bonds among organizational
members
 Rites of enhancement – let organizations
publicly recognize and reward employees’
contributions and thus strengthen their
commitment to organizational values

Stories and Language
Communicate organizational culture
Stories can reveal the kinds of behaviors that
are valued by the organization and the kinds
of practices that are frowned on.

Principle of management chap3 group1

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