CHAPTER 3 Values, Attitudes, Emotions, and Culture: The Manager as a Person ©G.LIUDMILA/Shutterstock ©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. Personality Traits Personality traits • Particular tendencies to feel, think, and act in certain ways that can be used to describe the personality of every individual Managers’ personalities influence their behavior and their approach to managing people and resources. ©McGraw-Hill Education. Big Five Personality Traits (1 of 8) Managers’ personalities can be described by determining which point on each of the following dimensions best characterizes the manager in question. Access the text alternative for these images. ©McGraw-Hill Education. Copyright © McGraw-Hill Education. Permission required for reproduction or display. Big Five Personality Traits (2 of 8) Personality traits that enhance managerial effectiveness in one situation may actually impair it in another. ©McGraw-Hill Education. Big Five Personality Traits (3 of 8) Extraversion • Tendency to experience positive emotions and moods and feel good about oneself and the rest of the world • Someone who sees the good even in the face of troubles, who shows friendliness and openness to all ©McGraw-Hill Education. Big Five Personality Traits (4 of 8) Negative affectivity • Tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others • Someone who is pessimistic, ready to fail ©McGraw-Hill Education. Big Five Personality Traits (5 of 8) Agreeableness • Tendency to get along well with others Conscientiousness • Tendency to be careful, scrupulous, and persevering ©McGraw-Hill Education. Big Five Personality Traits (6 of 8) Openness to experience • Tendency to be original, have broad interests, be open to a wide range of stimuli, be daring, and take risks • Innovative persons, entrepreneurs, Geisha Williams ©McGraw-Hill Education. Big Five Personality Traits (7 of 8) Figure 3.2 Measures of Extraversion, Agreeableness, Conscientiousness, and Openness to Experience Access the text alternative for these images. ©McGraw-Hill Education. Copyright © McGraw-Hill Education. Permission required for reproduction or display. Source: L. R. Goldberg, Oregon Research Institute, http://ipip.ori.org/ipip/. Big Five Personality Traits (8 of 8) Will I be a successful manager? • Successful managers occupy a variety of positions on the Big Five personality trait continuum. • To work well together inside and outside of the organization, members of the organization must understand and appreciate the fundamental ways in which people differ one another. ©McGraw-Hill Education. Other Personality Traits That Affect Managerial Behavior (1 of 6) 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 • Essential trait for managers • The buck stops here! ©McGraw-Hill Education. Other Personality Traits That Affect Managerial Behavior (2 of 6) External locus of control • The tendency to locate responsibility for one’s fate in outside forces and to believe one’s own behavior has little impact on outcomes • Wasn’t my fault! ©McGraw-Hill Education. Other Personality Traits That Affect Managerial Behavior (3 of 6) Self-esteem • The degree to which people feel good about themselves and their capabilities High self-esteem causes a person to feel competent, deserving and capable. • Desirable for managers People with low self-esteem have poor opinions of themselves and are unsure about their capabilities. ©McGraw-Hill Education. Other Personality Traits That Affect Managerial Behavior (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 • High needs are assets for first-line and middle managers. 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 • High levels are undesirable in managers. ©McGraw-Hill Education. Other Personality Traits That Affect Managerial Behavior (5 of 6) Need for power • The extent to which an individual desires to control or influence others • High needs are important for upper-level managers. ©McGraw-Hill Education. Additional Personality Assessments (6 of 6) Effective tools in helping managers assess employees, thereby contributing to an organization’s success • Myers-Briggs Type Indicator (MBTI) • Measures preferences for introversion versus extroversion, sensation versus intuition, thinking versus feeling, and judging versus perceiving. • DiSC Inventory Profile • Behavior style is described in terms of dominance, influence, steadiness, and conscientiousness (DiSC) ©McGraw-Hill Education. 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 ©McGraw-Hill Education. Values: Terminal and Instrumental (1 of 3) Terminal values • A lifelong goal or objective that an individual seeks to achieve • Examples: Financial security, professional excellence, sense of accomplishment, self-respect • Lead to the formation of norms Instrumental values • A mode of conduct that an individual seeks to follow • Examples: Honesty, integrity, fairness, hard-working ©McGraw-Hill Education. Values: Terminal and Instrumental (2 of 3) Norms • Important unwritten, informal codes of conduct guiding people how to act in particular situations • Examples: Shake hands when you meet someone, make direct eye contact when speaking to someone, dress appropriately for the environment you are in • Changes with environment, situation, and culture ©McGraw-Hill Education. Values: Terminal and Instrumental (3 of 3) Value system • The terminal and instrumental values that are guiding principles in an individual’s life • What a person is striving to achieve in life and how they want to behave ©McGraw-Hill Education. ©Gabriel Georgescu/Shutterstock Attitudes (1 of 6) Managers’ attitudes about their jobs and organizations Affects how they approach their jobs Two of the most important attitudes: 1. Job satisfaction 2. Organizational commitment ©McGraw-Hill Education. Attitudes (2 of 6) Job satisfaction • A collection of feelings and beliefs that managers have about their current jobs Managers high on job satisfaction believe their jobs have many desirable features or characteristics. Upper managers, in general, tend to be more satisfied with their jobs than entry-level employees. ©McGraw-Hill Education. Attitudes (3 of 6) Job satisfaction • Two reasons it is important for managers to satisfied with their jobs • Perform Organizational Citizenship Behaviors (OCBs) • Less likely to quit, reducing management turnover ©McGraw-Hill Education. Attitudes (4 of 6) Organizational citizenship behaviors (OCBs) • Behaviors that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage • Above and beyond the call of duty ©McGraw-Hill Education. Attitudes (5 of 6) Figure 3.3 Two Measures of Job Satisfaction Source: D. J. Weiss et al., Manual for the Minnesota Satisfaction Questionnaire. Copyright 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. Access the text alternative for these images. ©McGraw-Hill Education. Copyright © McGraw-Hill Education. Permission required for reproduction or display. Attitudes (6 of 6) Organizational commitment • The collection of feelings and beliefs that managers have about their organization as a whole • Managers who are committed: Believe in what their organizations are doing Proud of what their organizations stand for More likely to go above and beyond the call of duty Less likely to quit ©McGraw-Hill Education. Moods and Emotions (1 of 4) Mood • A mood is a feeling or state of mind. • Positive moods provide excitement, elation, and enthusiasm. • Negative moods lead to fear, distress, and nervousness. ©McGraw-Hill Education. Moods and Emotions (2 of 4) Emotions • Intense, relatively short-lived feelings • Often directly linked to whatever caused the emotion, and are more short-lived Once whatever has triggered the emotion has been dealt with, the feelings may linger in the form of a less intense mood. ©McGraw-Hill Education. Moods and Emotions (3 of 4) Research has found that moods and emotions affect the behavior of managers and all members of an organization. • 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. ©McGraw-Hill Education. Moods and Emotions (4 of 4) Figure 3.4 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 72 (1988), 19398; 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 these images. ©McGraw-Hill Education. Copyright © McGraw-Hill Education. Permission required for reproduction or display. Emotional Intelligence Emotional intelligence • It is the ability to understand and manage one’s own moods and emotions and the moods and emotions of other people. • It helps managers carry out their interpersonal roles of figurehead, leader, and liaison. • Managers with a high level of emotional intelligence are more: • likely to understand how they are feeling. • able to effectively manage their feelings so that they do not get in the way of effective decision making. • Managing and reading emotions is important globally; it varies by culture. ©McGraw-Hill Education. Organizational Culture (1 of 3) Organizational culture • Organizational culture is 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 organizational goals • Trader Joe’s creates a culture of responsibility and commitment to the customer. ©McGraw-Hill Education. Organizational Culture (2 of 3) When organizational members share an intense commitment to cultural values, beliefs, and routines a strong organizational culture exists When members are not committed to a shared set of values, beliefs, and routines, organizational culture is weak ©McGraw-Hill Education. Example: Organizational Culture At IDEO Product Development in Silicon Valley, employees are encouraged to adopt a playful attitude toward their work, look outside the organization to find inspiration, and adopt a flexible approach toward product design that uses multiple perspectives. ©McGraw-Hill Education. Organizational Culture (3 of 3) Attraction-selection-attrition framework • A model that explains how personality may influence organizational culture As a result of these attraction, selection, and attrition processes, people in the organization tend to have similar personalities, and the dominant personality profile of organizational members shapes organizational culture. ©McGraw-Hill Education. The Role of Values and Norms in Organizational Culture (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 ©McGraw-Hill Education. The Role of Values and Norms in Organizational Culture (2 of 3) Values of the founder • Terminal and instrumental values influence the values, norms, and standards of behavior. • A founder’s personal values can affect an organization’s competitive advantage. ©McGraw-Hill Education. The Role of Values and Norms in Organizational Culture (3 of 3) Managers determine and shape organizational culture through the kinds of values and norms they promote in an organization. ©McGraw-Hill Education. The Role of Values and Norms in Organizational Culture (3 of 3) Figure 3.6 Factors That Maintain and Transmit Organizational Culture ©McGraw-Hill Education. Copyright © McGraw-Hill Education. Permission required for reproduction or display. Socialization Organizational socialization • Process by which newcomers learn an organization’s values and norms and acquire the work behaviors necessary to perform jobs effectively • Texas A&M’s fish camp ©McGraw-Hill Education. Ceremonies and Rites (1 of 4) Ceremonies and rites • Formal events that recognize incidents of importance to the organization as a whole and to specific employees • Rites of passage • Rites of integration • Rites of enhancement ©McGraw-Hill Education. Ceremonies and Rites (2 of 4) Table 3.1 Organizational Rites TYPE OF RITE EXAMPLE OF RITE Rite of passage Induction and basic Learn and training internalize norms and values Rite of integration Office holiday party Build common norms and values Rite of enhancement Presentation of annual awards Motivate commitment to norms and values ©McGraw-Hill Education. PURPOSE OF RITE Copyright © McGraw-Hill Education. Permission required for reproduction or display. Ceremonies and Rites (3 of 4) Rites of passage • How individuals enter, advance within, or leave the organization Rites of integration • Shared announcements of organization successes, build and reinforce common bonds among organizational members ©McGraw-Hill Education. Ceremonies and Rites (4 of 4) Rites of enhancement • Allow organizations to publicly recognize and reward employees’ contributions, and thus strengthen their commitment to organizational values • Award for top sales employee of the month ©McGraw-Hill Education. Stories and Language Stories and language • Communicate organizational culture • Reveal behaviors that are valued by the organization • Include how people dress, the offices they occupy, the cars they drive, and the degree of formality they use when they address one another ©McGraw-Hill Education. Culture and Managerial Action (1 of 3) Culture influences how managers perform their four main functions: • Planning • Organizing • Leading • Controlling ©McGraw-Hill Education. Culture and Managerial Action (2 of 3) Planning • Innovative culture: flexible approach to planning • Conservative culture: formal top down planning Organizing • Innovative culture: organic structure/decentralized • Conservative culture: well-defined hierarchy of authority ©McGraw-Hill Education. Culture and Managerial Action (3 of 3) Leading • Innovative culture: managers lead by example and take risks • Conservative culture: managers constantly monitor progress toward goals Controlling • Innovative culture: managers promote flexibility and taking initiatives • Conservative culture: managers emphasize caution and maintenance of status quo ©McGraw-Hill Education.
