3 questions
ABK
3.ValuesAttitudesEmotionsCulture-Part2-9.10.18-K2.pptxCh. 3: Values, Attitudes, Emotions, & Culture: The Manager as a Person- Part 2
Maryana Arvan, M.A.
9/12/2018
Overview
Feelings at work
Moods and emotions
Why do we care about work attitudes and feelings?
Values
Organizational culture
Let’s take a short quiz…
Please indicate the extent to which each item describes how you are feeling right now.
1= Very slightly or not at all, 2= A little, 3= Moderately, 4= Quite a bit, 5= Very much
Active
Distressed
Strong
Excited
Scornful
Hostile
7. Enthusiastic
8. Fearful
9. Peppy
10. Nervous
11. Elated
12. Jittery
Add up your scores!
PM: 1, 3, 4, 7, 9, 11
NM: 2, 5, 6, 8, 10, 12
Moods and emotions
Mood
A feeling or state of mind
Not necessarily tied to a specific event
Can last for hours
Positive moods provide excitement, elation, and enthusiasm
Negative moods lead to fear, distress, and nervousness
Moods and emotions (2)
Emotions
Intense, relatively short-lived feelings
Often directly linked to whatever caused the emotion, and are more short-lived
Negative: Anger, Anxiety
Positive: Enthusiasm, Pride
Once whatever has triggered the emotion has been dealt with, the feelings may linger in the form of a less intense mood
Moods and emotions (3)
Subordinates of managers who experience positive moods at work may perform at somewhat higher levels and be less likely to resign and leave the organization
Under certain conditions, creativity might be enhanced by positive moods
Negative moods are not always bad.
Can make people more detail-oriented and critical; catch more errors
Why do we care about job attitudes and feelings at work?
Predicts job performance
Higher JS, OC better performance
More positive moods / emotions more positive discretionary behaviors (OCBs)
More negative moods / emotions more negative discretionary behaviors (CWBs)
Predicts turnover and absenteeism
Lower JS, lower OC more likely to leave
Lower JS, lower OC more likely to be absent
Job performance
Task performance (required- not discretionary!)
Performing core tasks of a job
Organizational citizenship behaviors (OCBs)*
Behaviors that are not required of org. members but contribute to org efficiency, effectiveness, and competitive advantage
Help a colleague with a work problem
Volunteer to come in on own time
Counterproductive work behaviors (CWBs)*
Voluntary behavior that harms organizations or people
Insult a colleague
Steal
*OCBs and CWBs are discretionary forms of job performance .
The greater your job satisfaction and organizational commitment the more likely you are to perform OCBs
The lower your job satisfaction and organizational commitment the more likely you are to perform CWBs
Positive emotions and moods more likely to perform OCBs
Negative emotions and moods more likely to perform CWBs
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Values
Terminal values
A lifelong goal or objective an individual seeks to achieve
Ex: a sense of accomplishment, equality, self-respect
Instrumental values
A mode of conduct that an individual seeks to follow
Preferable forms of behavior that facilitate our terminal values
Ex: being hard-working, broadminded, capable.
Value system
The (1) terminal and (2) instrumental values that are guiding principles in an individual’s life
(1) What a person is striving to achieve in life
(2) How they want to behave in order to get there
Values (2)
Terminal values often give rise to norms
Unwritten, informal codes of conduct that prescribe how people should act in particular situations and are considered important by most members of a group / org
Certain terminal values appear to be especially important for managers
A prosperous life; freedom; social recognition
Certain instrumental values can shape manager behavior
Ambitious; broad-minded; responsible; self-controlled
Rockeach’s Values
“Yes is the answer. What’s the question?””
Organizational culture
The shared set of beliefs, expectations, values, norms, and work routines that influence how individuals, groups, and teams interact with one another and cooperate to achieve org goals.
Org culture:
Defines the company’s values
Tells employees how they ought to behave
Comes from senior leadership, company history
Deeply ingrained and difficult to change
Influences key company processes and outcomes
Let’s watch some short clips…
Amazon’s culture exposed
https:// www.youtube.com/watch?v=QzcHhjbea4g
Zappos
https://www.youtube.com/watch?v=oYNssS_DCPo
Talk to a partner!
Sum up Amazon’s company culture in a couple of sentences.
Sum up Zappos’ company culture in a couple of sentences.
Attraction-selection-attrition framework
Explains how managers’ (especially founding managers’ personality, values, attitudes, moods, and emotions) influence organizational culture
As a result of these attraction, selection, and attrition processes:
People in the organization tend to have similar personalities
The dominant personality profile of organizational members shapes organizational culture
Important to keep in mind that too much similarity in an org can harm org effectiveness.
Factors That Maintain and Transmit Organizational Culture
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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
Rites of passage (introduction and basic training to learn and internalize norms and values)
determine how individuals enter, advance within, or leave the organization
Rites of integration (e.g., office Christmas party to build common norms and values)
shared announcements of organization successes, build and reinforce common bonds among organizational members
Rites of enhancement (e.g., Presentation of annual award to motivate commitment to norms and values)
let organizations publicly recognize and reward employees’ contributions and thus strengthen their commitment to organizational values
Stories and language
Communicate organizational culture
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
Socialization
Process by which newcomer’s learn an organization’s values and norms and acquire the work behaviors necessary to perform jobs effectively
Occurs through formal and informal interactions
Lean and internalizing norms and values
Socialization at Walt Disney:
https ://www.youtube.com/watch?v=lcKGmTJZEXU
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Ceremonies and rites
Formal events that recognize incidents of importance to the organization as a whole and to specific employees
Rite of passage
Purpose: Learn and internalize norms, values
Example: Induction and basic training
Rite of integration
Purpose: Build common norms and values
Example: Office Christmas party
Rite of enhancement
Purpose: Motivate commitment to norms, values
Example: Presentation of annual award
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Values of the founder
Founders / top managers set the scene for the way cultural values and norms develop and permeate through the organization
Often affect a company’s competitive advantage
Stories and language
Communicate organizational culture
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
Show “the way we do things around here”
Activity
Get into groups of 4-5 people with at least 1 laptop
Choose a company and spend a few minutes looking at it
Summarize its culture.
Identify 2 factors that shape this culture. Are they:
Related to the founder’s values?
Ceremonies and rites?
Stories or language?
Socialization?
Functions of organizational culture
Provides a sense of identity to members
Increases employee commitment, motivation
Helps employees interpret organizational events
Reinforces the values in the organization so that they are evident to outsiders as well as insiders
Control mechanism for shaping employee behavior
