Chapter 2 values, attitudes, emotions and culture the manager as a person
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The document discusses several personality traits, values, attitudes, emotions, and cultural factors that influence managers. It describes the Big Five personality traits of extroversion, negative affectivity, agreeableness, conscientiousness, and openness to experience. It also discusses McClelland's needs for achievement, affiliation, and power. The document outlines how values, attitudes, moods and emotions impact managers and defines key concepts like job satisfaction, organizational commitment, emotional intelligence, and organizational culture.
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Chapter 2 values, attitudes, emotions and culture the manager as a person
- 1. Chapter 2: Values, Attitudes, Emotions and Culture: The Manager as a Person
- 2. Big Five Personality Traits
- 3. Big Five Personality Traits Extroversion – Sociable, positive, assertive Negative affectivity – Distressed, critical Agreeableness – Cooperative, warm Conscientiousness – Dependable, hardworking, honest Openness to experience – Creative, curious, risk-taker
- 4. Other Personality Traits Locus of Control – Internal – I control what happens to me – External – Forces outside my control (fate, chance, other people) determine what happens to me Self-Esteem – Determination of self-worth – with success and with failures
- 5. McClelland’s Needs Need for Achievement – Need for excellence, competition, challenging goals, persistence, and overcoming difficulties Need for Affiliation – Need to establish and maintain warm, close, intimate relationships with other people Need for Power – Need to make an impact on others, influence others, change people or events, and make a difference in life
- 6. 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
- 7. Values Terminal Values – A personal conviction about life-long goals Instrumental Values – A personal conviction about desired modes of conduct or ways of behaving Value System – What a person is striving to achieve in life and how they want to behave
- 8. Terminal vs. Instrumental Values
- 9. Work Attitudes Job Satisfaction – A collection of feelings and beliefs that managers have about their current jobs – Dimensions include the work, supervision, pay, promotion opportunities, and coworkers Organizational Citizenship Behavior – Behavior that is above and beyond duty – Related to job satisfaction
- 10. Work Attitudes Organizational commitment – Affective – Normative – Continuance Effects – Turnover – Individual performance – Firm performance
- 11. 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 Emotions – Intense, relatively short-lived feelings
- 12. A Measure of Positive and Negative Mood at Work
- 13. Emotional Intelligence The ability to: – Understand and manage one’s own moods and emotions – And understand the moods and emotions of other people Assists in carrying out various roles Higher levels of EI result in better decision making
- 14. Organizational Culture Shared set of beliefs, expectations, values, norms, and work routines Influences: – How organizational members relate to one another – How organizational members work together to achieve organizational goals Attraction-Selection-Attrition