discussion 2

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CHAPTER 2

VALUES, ATTITUDES, EMOTIONS, AND CULTURE: THE MANAGER AS A PERSON

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Learning Objectives

1. Describe the various personality traits that affect how managers think, feel, and behave.

2. Explain what values and attitudes are and describe their impact on managerial action.

3. Appreciate how moods and emotions influence all members of an organization.

4. Describe the nature of emotional intelligence and its role in management.

5. Define organizational culture and explain how managers both create and are influenced by organizational culture.

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Enduring Characteristics: Personality Traits

Personality Traits:

• Enduring tendencies to feel, think, and act in certain ways.

• Managers’ personalities influence their behavior and approach to managing people and resources.

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Managers and Traits

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.

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TOPICS FOR DISCUSSION 1

Discuss why managers with different types of personalities can be equally effective and successful. [LO 2-1]

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Figure 2.1: Big Five Personality Traits

Managers’ personalities can be described by determining which point on each of these dimensions best characterizes the manager in question.

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Big Five Personality Traits 1

Extraversion • Tendency to

experience positive emotions and moods and feel good about oneself and the rest of the world.

High: • Sociable.

• Affectionate.

• Outgoing.

• Friendly.

Low: • Less inclined toward social

interaction.

• Less positive outlook.

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Big Five Personality Traits 2

Negative affectivity:

• Tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others.

High:

• Feel angry.

• Dissatisfied.

Low:

• Less pessimistic.

• Less critical of themselves.

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Big Five Personality Traits 3

Agreeableness:

• Tendency to get along well with others.

High:

• Likable.

• Affectionate.

• Care about others.

Low:

• Distrustful.

• Unsympathetic.

• Uncooperative.

• Antagonistic

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Big Five Personality Traits 4

Conscientiousness:

• Tendency to be careful, scrupulous, and persevering.

High:

• Organized.

• Self-disciplined.

Low:

• Lack of direction and self- discipline.

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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.

High:

Innovative in decision making.

Low:

Less prone to take risks.

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Figure 2.2: Measures of Extraversion, Agreeableness, Conscientiousness, and Openness to Experience

Source: International Personality Item Pool, Oregon Research Institute, October 8, 2012.

Access the text alternative for slide images.

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Other Personality Traits 1

Internal Locus of Control:

• Tendency to locate responsibility for one’s fate within oneself.

• Own actions and behaviors are major and decisive determinants of job outcomes.

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Other Personality Traits 2

External Locus of Control:

• Tendency to locate responsibility for one’s own fate in outside forces and to believe that one’s own behavior has little impact on outcomes.

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Other Personality Traits 3

Self-Esteem:

• The degree to which people feel good about themselves and their capabilities.

High:

• Competent and capable.

Low:

• Poor opinions of themselves and abilities.

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Other Personality Traits 4

Need for Achievement:

• The extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.

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Other Personality Traits 5

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.

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Other Personality Traits 6

Need for Power:

• The extent to which an individual desires to control or influence others.

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Values, Attitudes, and Moods and Emotions

Values:

• What managers try to achieve through work and how they think they should behave.

Attitudes:

• Managers’ thoughts and feelings about their specific jobs and organizations.

Moods and Emotions:

• How managers actually feel when they are managing.

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Values 1

Terminal Values: • A lifelong goal or

objective that an individual seeks to achieve.

Instrumental Values:

• A mode of conduct that an individual seeks to follow.

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Values 2

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 or organization.

Value System: • The terminal and

instrumental values that are guiding principles in an individual’s life.

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Attitudes 1

Attitudes:

• Collection of feelings and beliefs.

Job Satisfaction:

• Collection of feelings and beliefs that managers have about their current jobs.

• Managers high on job satisfaction like their jobs, feel that they are being fairly treated, and believe that their jobs have many desirable features.

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Two Measures of Job Satisfaction

From Figure 2.3 Sample items from the Minnesota Satisfaction Questionnaire: People respond to each of the items in the scale by checking whether they are:

• very dissatisfied, • dissatisfied, • can’t decide

whether satisfied or not, satisfied, or

• very satisfied.

On my present job, this is how I feel about . . .

1. Being able to do things that don't go against my conscience.

2. The way my job provides for steady employment.

3. The chance to do things for other people.

4. The chance to do something that makes use of my abilities.

5. The way company policies are put into practice.

6. My pay and the amount of work I do.

7. The chances for advancement on this job.

8. The freedom to use my own judgment.

9. The working conditions.

10.The way my coworkers get along with each other.

11.The praise I get for doing a good job.

12.The feeling of accomplishment I get from the job.

Source: D. J. Weiss et al., Manual for the Minnesota Satisfaction Questionnaire. Copyrighted by

the Vocational Psychology Research, University of Minnesota; copyright ©1975 by the American

Psychological Association. Adapted by permission of R.B. Dunham and J.B. Brett.

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Attitudes 2

Organizational Citizenship Behaviors:

• Behaviors that are not required of organizational members but contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage.

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Attitudes 3

Organizational Commitment:

• The collection of feelings and beliefs that managers have about their organization as a whole.

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TOPICS FOR DISCUSSION 2TOPICS FOR DISCUSSION 2

Can managers be satisfied with their job? Can they be too committed to their organizations? Why or why not? [LO 2-2]

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Moods and Emotions

Mood:

• A feeling or state of mind.

Emotion:

• Intense, relatively short-lived feelings.

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Figure 2.4: A Measure of Positive and Negative Mood at Work

Sources: 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 72 (1988), 193–98; M. J. Burke, A. P. Brief, J. M. George, L. Roberson, and J. Webster, “Measuring Affect at Work: Confirmatory Analyses of Competing Mood Structures with Conceptual Linkage in Cortical Regulatory Systems,” Journal of Personality and Social Psychology 57 (1989), 1091–102.

Access the text alternative for slide images.

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TOPICS FOR DISCUSSION 3TOPICS FOR DISCUSSION 3

Assume that you are a manager of a restaurant. Describe what it is like to work for you when you are in a negative mood. [LO 1-3]

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Emotional Intelligence

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.

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Organizational Culture 1

Organizational Culture:

• Shared set of beliefs, expectations, values, norms, and work routines that influence how members of an organization relate to one another and cooperate to achieve organizational goals.

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Organizational Culture 2

Attraction-Selection-Attrition Framework:

• A model that explains how personality may influence organizational culture.

• Founders of firms tend to hire employees whose personalities are similar to their own.

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Role of Values and Norms (1 of 3)

Terminal Values:

• Signify what an organization and its employees are trying to accomplish.

Instrumental Values:

• Guide how the organization and its members achieve organizational goals.

• Managers determine and shape organizational culture through the kinds of values and norms they promote in an organization.

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Figure 2.6: Factors That Maintain and Transmit Organizational Culture

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Roles of Values and Norms 2

Organizational Socialization:

• Process by which newcomers learn an organization’s values and norms and acquire the work behaviors necessary to perform jobs effectively.

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Roles of Values and Norms 3

Ceremonies and Rites:

• Formal events that recognize incidents of importance to the organization as a whole and to specific employees.

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Ceremonies and Rites 1

Rites of Passage:

• Determine how individuals enter, advance within, or leave the organization.

Rites of Integration:

• Build and reinforce common bonds among organizational members.

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Ceremonies and Rites 2

Rites of Enhancement

• Let organizations publicly recognize and reward employees’ contributions and thus strengthen their commitment to organizational values.

• Awards dinners, newspaper releases, employee promotions.

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Ceremonies and Rites 3

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.

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Culture and Managerial Action 1

Planning.

• Innovative organizational culture:

• Top managers take a flexible approach and encourage the participation of subordinates.

Conservative organizational culture:

• Top-down management is emphasized.

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Culture and Managerial Action 2

Organizing.

• Innovative organizational culture:

• Managers create an organic structure that is flat and decentralized.

• Conservative organizational culture:

• Managers create a well-defined hierarchy of authority and establish clear reporting relationships.

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Culture and Managerial Action 3

Leading.

• Innovative organizational culture:

• Managers encourage employees to take risks and experiment and are supportive regardless of success or failure.

• Conservative organizational culture:

• Managers use objectives and constantly monitor progress toward goals.

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Culture and Managerial Action 4

Controlling.

• Innovative organizational culture:

• Managers recognize that there are multiple, potential paths to success and that failure must be accepted in order for creativity to thrive.

• Conservative organizational culture:

• Managers emphasize caution and maintenance of the status quo.

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BE THE MANAGER

What are you going to do to both retain valued employees and alleviate the excessive conflict and negative feelings in these departments? [LOs 2-1, 2-2, 2-3, 2-4, 2-5]

Because learning changes everything.®

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© 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom.

No reproduction or further distribution permitted without the prior written consent of McGraw Hill.