POP QUIZ!
• I asked you to take 3 online quizzes. ONE of
them had a very bright colored screen (the Big
5 test). What color was it?
POP QUIZ!
• I asked you to take 3 online quizzes. ONE of
them had a very bright colored screen (the Big
5 test). What color was it?
LIME GREEN
Values, Attitudes,
Emotions, and
Culture: The
Manager as a
Person
chapter three
Lecture 2
McGraw-Hill/Irwin
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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
3-4
Values
• Terminal Values
– A personal conviction about life-long goals
• Instrumental Values
– A personal conviction about desired modes of
conduct or ways of behaving
3-5
Terminal and Instrumental Values
Figure 3.4
3-6
Values
• 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.
3-7
Values
• Value System
– What a person is striving
to achieve in life and how
they want to behave
3-8
Attitudes
• Attitudes
– Capture managers’ thoughts and feelings about
their specific jobs and organizations.
– Job Satisfaction
• A collection of feelings and beliefs that managers have
about their current jobs.
– Managers high on job satisfaction have a positive view of their
jobs.
– Levels of job satisfaction tend increase as managers move up
in the hierarchy in an organization.
– Figure 3.5, page 98
3-9
Attitudes
– Organizational Citizenship Behaviors
• Behaviors that are not required of organizational
members but that contribute to and are necessary for
organizational efficiency, effectiveness, and competitive
advantage
3-10
Attitudes
• Organizational Commitment
– The collection of feelings and beliefs that managers
have about their organization as a whole
3-11
Organizational Commitment
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
3-12
A Measure of Organizational
Commitment
Figure 3.6
Page 101
3-13
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.
• Figure 3.7, page 103
• Emotions
– Emotions are more intense than moods
– short-lived
– usually linked to a specific cause.
3-14
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.
• Figure 3.8, page 106
3-15
Emotional Intelligence
• Managers with a high level of emotional
intelligence
– are more likely to understand how they are feeling
and why
– are more able to effectively manage their feelings
so that they do not get in the way of effective
decision-making
3-16
Organizational Culture
• 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 organizational
goals.
3-17
Organizational Culture
• 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
3-18
Example - Patagonia
• Build the best product, cause no unnecessary
harm, use business to inspire and implement
solutions to the environmental crisis
- Patagonia’s mission statement
• Patagonia donates time, services and 1% of
sales to hundreds of environmental groups
• Employees are encourage to take paid
sabbaticals to work with a cause they are
passionate about
3-19
Organizational Culture
• Attraction-Selection-Attrition Framework
– A model that explains the role that founders’
personal characteristics play in determining
organizational culture.
• Founders of firms tend to hire employees whose
personalities that are to their own, which may or may
not benefit the organization over the long-term.
3-20
Role of Values and Norms
• Terminal values
• Instrumental values
– signify what an
organization and its
employees are trying to
accomplish
– guide the ways in which
the organization and its
members achieve
organizational goals
3-21
Role of Values and Norms
• Managers determine
and shape organizational
culture through the
kinds of values and
norms they promote in
an organization
3-22