Manager Issues 1st Assingment

Tie3D

Jone8e_PPT_C02_Final-1.pptx

Home >Business & Finance homework help >Operations Management homework help >Manager Issues 1st Assingment

CHAPTER 2

VALUES, ATTITUDES, EMOTIONS, AND

CULTURE:

THE MANAGER AS A PERSON

©McGraw-Hill Education. 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 Education.

Learning Objectives

2-1. Describe the various personality traits that affect how managers think, feel, and behave.

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

2-3. Appreciate how moods and emotions influence all members of an organization.

2-4. Describe the nature of emotional intelligence and its role in management.

2-5. Define organizational culture, and explain how managers both create and are influenced by organizational culture.

©McGraw-Hill Education.

After studying this chapter, students should be able to:

LO2-1 Describe the various personality traits that affect how managers think, feel, and behave.

LO2-2 Explain what values and attitudes are, and describe their impact on managerial action.

LO2-3 Appreciate how moods and emotions influence all members of an organization.

LO2-4 Describe the nature of emotional intelligence and its role in management.

LO2-5 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

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.

©McGraw-Hill Education.

Characteristics which influence thinking, feeling, and behaving are shared by all people, including managers. These characteristics are personality traits: particular tendencies to feel, think, and act in certain ways that can be used to describe the personality of every individual. Personalities influence a manager’s behavior and his or her approach to managing people and resources.

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.

©McGraw-Hill Education.

There is not one trait that makes a great manager. Instead, effectiveness is determined by a complex interaction between the characteristics of managers (including personality traits) and the nature of the job and organization in which they are working. Moreover, personality traits that enhance managerial effectiveness in one situation may impair it in another.

TOPICS FOR DISCUSSION (1 of 3)

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

©McGraw-Hill Education.

There is no right or wrong personality that a manager requires to be efficient or effective. One type of personality might work well in a certain organization but not in another. Instead, success is dependent on a mixture of traits and characteristics contained in a person, as well as the culture of the organization or characteristics of the job.

Big Five Personality Traits (1 of 6)

Figure 2.1

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

©McGraw-Hill Education.

Five general traits or characteristics that make up a personality: extraversion, negative affectivity, agreeableness, conscientiousness, and openness to experience—the Big Five personality traits. Each of them can be viewed as a continuum along which every individual or, more specifically, every manager falls.

Big Five Personality Traits (2 of 6)

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

©McGraw-Hill Education.

Being high on extraversion may be an asset for managers whose jobs entail especially high levels of social interaction. Managers who are low on extraversion may nevertheless be highly effective and efficient, especially when their jobs do not require much social interaction.

Big Five Personality Traits (3 of 6)

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 and

Less critical of themselves

©McGraw-Hill Education.

Although it is probably more pleasant to work with a manager who is low on negative affectivity, the critical approach of a manager high on negative affectivity may sometimes spur both the manager and others to improve their performance. The better working relationships that such a manager is likely to cultivate also can be an important asset.

Big Five Personality Traits (4 of 6)

Agreeableness

Tendency to get along well with others

High

Likable

Affectionate

Care about others

Low

Distrustful

Unsympathetic

Uncooperative

Antagonistic

©McGraw-Hill Education.

Being high on agreeableness may be especially important for managers whose responsibilities require that they develop good, close relationships with others. Nevertheless, a low level of agreeableness may be an asset in managerial jobs that actually require that managers be antagonistic–drill sergeants and some other kinds of military managers.

Big Five Personality Traits (5 of 6)

Conscientiousness

Tendency to be careful, scrupulous, and persevering

High

Organized

Self-disciplined

Low

Lack of direction and self-discipline

©McGraw-Hill Education.

Conscientiousness has been found to be a good predictor of performance in many kinds of jobs, including managerial jobs in a variety of organizations. Entrepreneurs who found their own companies often are high on conscientiousness, and their persistence and determination help them overcome obstacles and turn their ideas into successful new ventures.

Big Five Personality Traits (6 of 6)

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

©McGraw-Hill Education.

This Big Five personality trait leads to risk-taking and innovation. In the Management Snapshot, at the opening of the chapter, discusses Kevin Plank and his company Under Armour.

Measures of Extraversion, Agreeableness, Conscientiousness, and Openness to Experience

Figure 2.2

Jump to Appendix 1 for long description.

Source: L. R. Goldberg, Oregon Research Institute, http://ipip.ori.org/ipip/. Reprinted with permission.

©McGraw-Hill Education.

Source: L. R. Goldberg, Oregon Research Institute, http://ipip.ori.org/ipip/. Reprinted with permission.

Other Personality Traits (1 of 6)

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

©McGraw-Hill Education.

A manager with an internal locus of control may take complete responsibility for a firm’s success. Because a person feels accountable and responsible for his or her own actions, this trait can help to ensure ethical behavior and decision making in an organization.

Other Personality Traits (2 of 6)

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

©McGraw-Hill Education.

People with an external locus of control tend not to intervene to try to change a situation or solve a problem, leaving it to someone else.

Other Personality Traits (3 of 6)

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

©McGraw-Hill Education.

Research suggests that people tend to choose activities and goals consistent with their levels of self-esteem. Managers with high self-esteem tend to push themselves ahead on difficult projects and demonstrate the confidence needed to make and carry out important decisions.

Other Personality Traits (4 of 6)

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

©McGraw-Hill Education.

People with a high need for achievement often set clear goals for themselves and like to receive performance feedback.

Other Personality Traits (5 of 6)

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

©McGraw-Hill Education.

A high need for affiliation may not always be desirable in managers because it might lead them to try too hard to be liked by others (including subordinates) rather than doing all they can to ensure that performance is as high as it can and should be.

Other Personality Traits (6 of 6)

Need for Power

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

©McGraw-Hill Education.

One study found that U.S. presidents with a relatively high need for power tended to be especially effective during their terms of office.

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

©McGraw-Hill Education.

Although these three aspects of managers’ work experience are highly personal, they also have important implications for understanding how managers behave, how they treat and respond to others, and how, through their efforts, they help contribute to organizational effectiveness through planning, leading, organizing, and controlling.

Values (1 of 2)

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

©McGraw-Hill Education.

Terminal values: a comfortable life, an exciting life, freedom. Instrumental values: being ambitious, broad-minded, self-controlled.

Values (2 of 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

©McGraw-Hill Education.

Milton Rokeach identified 18 terminal values and 18 instrumental values that describe each person’s value system. By rank ordering the terminal values from “1 (most important as a guiding principle in one’s life)” to “18 (least important as a guiding principle in one’s life)” and then rank ordering the instrumental values from 1 to 18, people can give good pictures of their value systems, what they are striving to achieve in life and how they want to behave.

Attitudes (1 of 3)

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.

©McGraw-Hill Education.

Managers’ attitudes affect how they approach their jobs. Two of the most important attitudes in this context are job satisfaction and organizational commitment.

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 . . .

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

The way my job provides for steady employment.

The chance to do things for other people.

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

The way company policies are put into practice.

My pay and the amount of work I do.

The chances for advancement on this job.

The freedom to use my own judgment.

The working conditions.

The way my coworkers get along with each other.

The praise I get for doing a good job.

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.

©McGraw-Hill Education.

Figure 2.3 shows sample items from two scales that managers can use to measure job satisfaction. Levels of job satisfaction tend to increase as one moves up the hierarchy in an organization. Upper managers, in general, tend to be more satisfied with their jobs than entry-level employees. Managers’ levels of job satisfaction can range from very low to very high.

Attitudes (2 of 3)

Organizational Citizenship Behaviors

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

©McGraw-Hill Education.

Managers who are satisfied with their jobs are more likely to perform “above and beyond the call of duty” behaviors: putting in long hours when needed to coming up with truly creative ideas and overcoming obstacles to implement them (even when doing so is not part of the manager’s job) or going out of one’s way to help a coworker, subordinate, or superior (even when doing so entails considerable personal sacrifice)

Attitudes (3 of 3)

Organizational Commitment

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

©McGraw-Hill Education.

Organizational commitment can be especially strong when employees and managers truly believe in organizational values; it also leads to a strong organizational culture.

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 toward their organizations. Committed managers are more likely to go above and beyond the call of duty to help their company and are less likely to quit.

TOPICS FOR DISCUSSION (2 of 3)

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

©McGraw-Hill Education.

Disadvantages of being too satisfied might be a tendency not to pursue improvements, letting things go along as they are. Personally, being too satisfied might lead a person to stay put and not try to advance their situations.

Although company loyalty is welcomed (as is company loyalty to employees), being too committed to an organization could also hinder a person’s personal growth.

Moods and Emotions

Mood

A feeling or state of mind

Emotion

Intense, relatively short-lived feelings

©McGraw-Hill Education.

Positive moods include feeling excited, enthusiastic, active, or elated. Negative moods include feeling distressed, fearful, scornful, hostile, jittery, or nervous. Once whatever has triggered the emotion has been dealt with, the feelings may linger in the form of a less intense mood.

A Measure of Positive and Negative

Jump to Appendix 2 for long image description.

Figure 2.4

©McGraw-Hill Education.

TOPICS FOR DISCUSSION (3 of 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]

©McGraw-Hill Education.

Of course, this discussion will vary depending the students, but a negative mood from a manager can be expected to travel down to subordinates and affect an organization’s culture.

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

©McGraw-Hill Education.

Managers with a high level of EI are more likely to be self-aware, effectively addressing stress and emotions in order to keep a clear mind for decision making.

Organizational Culture (1 of 2)

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

©McGraw-Hill Education.

An organization’s culture encompasses relationships and processes within and without. They way you are treated when you walk into a McDonald’s, order, and leave with your food, as well as how the employees interact and create your order are all part of the culture.

Organizational Culture (2 of 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.

©McGraw-Hill Education.

Developed by Benjamin Schneider, management researcher

It is more likely that an employee who reflects a manager’s personality will remain with the organization, whereas those who differ are likely to leave. The dominant personality profile will also determines organizational culture.

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.

©McGraw-Hill Education.

Terminal values = what

Instrumental values = how

Shared norms also are a key aspect of organizational culture.

Factors That Maintain and Transmit Organizational Culture

Figure 2.6

©McGraw-Hill Education.

Roles of Values and Norms (2 of 3)

Organizational Socialization

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

©McGraw-Hill Education.

Organizational socialization helps a new member internalize the values and norms of the organization. Ideally, they will behave in accordance with these values and norms because they believe them to be right and proper behaviors.

Roles of Values and Norms (3 of 3)

Ceremonies and Rites

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

©McGraw-Hill Education.

Rites of passage, of integration, and of enhancement (see next slide)

Ceremonies to celebrate a company’s success (reward dinners/lunches for example)

Ceremonies and Rites (1 of 3)

Rites of Passage

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

Rites of Integration

Build and reinforce common bonds among organizational members

©McGraw-Hill Education.

A private in the army going through boot camp is experiencing a rite of passage.

The text gives the example of IDEO and it’s ceremonies to describe rites of integration.

Ceremonies and Rites (2 of 3)

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

Rites of enhancement bond employees to the organization and reinforce its values and norms.

Ceremonies and Rites (3 of 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

These stories can be based in fact or might be fictional, but their purpose is to give employees information on the organization’s values and norms.

Culture and Managerial Action (1 of 4)

Planning

Innovative organizational culture

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

Conservative organizational culture

Top-down management is emphasized.

In an innovative culture, a lower-level manager might be asked to participate in planning, or even to develop new processes. Whereas, in a conservative culture, planning comes from top management. An innovative culture might experience quicker decision-making times than in a conservative environment.

Culture and Managerial Action (2 of 4)

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.

An innovative culture tends to value creativity from subordinates more than a conservatively planned hierarchy.

Culture and Managerial Action (3 of 4)

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.

Innovative culture managers lead by example, supporting creative thinking from subordinates.

A conservative culture leads managers to focus on the goals, resulting in a constant monitoring of subordinates.

Culture and Managerial Action (4 of 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.

An innovative manager makes room for failure, encouraging risk taking and creativity. There is less room for failure in an organization focused on achieving set goals.

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]

You have recently been hired as the vice president for human resources in an advertising agency. One problem that has been brought to your attention is the fact that the creative departments at the agency have dysfunctionally high levels of conflict. You have spoken with members of each of these departments, and in each one it seems that a few members of the department are creating all the problems. All these individuals are valued contributors who have many creative ad campaigns to their credit. The high levels of conflict are creating problems in the departments, and negative moods and emotions are much more prevalent than positive feelings. What are you going to do to both retain valued employees and alleviate the excessive conflict and negative feelings in these departments?

It is very common for a company to be informal at the beginning. Everyone is excited by the new venture and in this case, its success. But the founders must now deal with the enormous growth, develop what they want as a culture; they need to take their roles seriously. They must take a look at the requirement for planning, organizing, leading and controlling the organization; they should assign managerial and technical roles to employees; and they need to develop an equitable performance appraisal and reward system for all employees. It also sounds like they must to look at their Human Resources function more closely as they are growing so fast and want to be sure to bring the right people on board.

APPENDICES

Long descriptions of images

Appendix 1: Measures of Extraversion, Agreeableness, Conscientiousness, and Openness to Experience

Listed below are phrases describing people’s behaviors. Please use the rating scale below to describe how accurately each statement describes you. Describe yourself as you generally are now, not as you wish to be in the future. Describe yourself as you honestly see yourself, in relation to other people you know if the same sex as you are and roughly your same age.

1. Very inaccurate 2. Moderately inaccurate 3. Neither inaccurate nor accurate 4. Moderately accurate 5. Very accurate

For items 4, 5, 6, 9, 12, 13, 15, 18, 21, 22, 23, 24, 29, 30, 31, 39 reverse the scoring, wherein 1 is 5, and 5 is 1.

Am interested in people.

Have a rich vocabulary.

Am always prepared.

Am not really interested in others.

Leave my belongings around.

Am the life of the party.

Have difficulty understanding abstract ideas.

Sympathize with others’ feelings.

Don’t talk a lot.

Pay attention to details.

Have a vivid imagination.

Insult people.

Make a mess of things.

Feel comfortable around people.

Am not interested in abstract ideas.

Have a soft heart.

Get chores done right away.

Keep in the background.

Have excellent ideas.

Start conversations.

Am not interested in other people’s problems.

Often forget to put things back in their proper place.

Have little to say.

Do not have a good imagination.

Take time out for others.

Like order.

Talk to a lot of different people at parties.

Am quick to understand things.

Feel little concern for others.

Shirk my duties.

Don’t like to draw attention to myself.

Use difficult words.

Feel others’ emotions.

Follow a schedule.

Spend time reflecting on things.

Don’t mind being the center of attention.

Make people feel at ease.

Am exacting in my work.

Am quiet around strangers.

Am full of ideas.

Scoring: Sum responses to items for an overall scale.

Extraversion equals sum of items 6, 9, 14, 18, 20, 23, 27, 31, 36, 39.

Agreeableness equals sum of items 1, 4, 8, 12, 16, 21, 25, 29, 33, 37.

Conscientiousness equals sum of items 3, 5, 1, 13, 17, 22, 26, 30, 34, 38.

Openness to experience equals sum of items 2, 7, 11, 15, 19, 24, 28, 32, 35, 40.

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

Return to slide.

Appendix 2: A Measure of Positive and Negative Mood at Work

People respond to each item by indicating the extent to which the item describes how they felt at work during the past week on the following scale: 1 equals very slightly or not at all. 2 equals a little. 3 equals moderately. 4 equals quite a bit. And 5 equals very much.

There are 12 items:

Active

Distressed

Strong

Excited

Scornful

Hostile

Enthusiastic

Fearful

Peppy

Nervous

Elated

Jittery

Scoring: Responses to active, strong, excited, peppy, and elated are summed for a positive mood score; the higher the score, the more positive mood is experienced at work. Responses to distressed, scornful, hostile, fearful, nervous, and jittery are summed for a negative mood score; the higher the score, the more negative mood is experienced.

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.

Return to slide.