chapter three
Values, Attitudes, Emotions, and
Culture: The Manager as a Person
McGraw-Hill/Irwin
Contemporary Management, 5/e
Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
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 norms and
explain how managers both create and are
influenced by organizational culture
3-2
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Personality
Personality - the unique and relatively stable
pattern of behavior, thoughts, and emotions
shown by individuals
Personality Traits – Enduring characteristics
that describe an individual’s behavior
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Personality Determinants
1. Heredity – Some personality traits are determined at
birth, like hair color & height. Maybe as much as 50%!
2. Environment – Personality is impacted by the culture,
parenting, social norms, and our other experiences
3. Situation – While our heredity and environment shape
our personality, it will vary to some degree by each
unique situation we face
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The Myers-Briggs Type Indicator
Personality Types
• Extroverted or Introverted (E or I)
• Sensing or Intuitive (S or N)
• Thinking or Feeling (T or F)
• Perceiving or Judging (P or J)
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The Big Five Personality Model
Big Five Personality Traits
Negative
Affectivity
is another
term for
Emotional
Stability
Figure 3.1
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The Big 5 Model – Key Research
Findings
1. Conscientious people are good
performers in all lines of work
2. Extroversion was a good predictor of
success with managers and sales people
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Classifying People by
Personality Type
Q. What are some of the benefits of
classifying people in the workplace by
their personality type?
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Major Personality Traits Managers
Should Understand
1. Locus of control
2. Self-esteem
3. Self-monitoring
4. Propensity for risk taking
5. Type A/Type B personality
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1. Locus of Control
Internals are more likely to land jobs and seek new
jobs
Internals are more likely to be satisfied at work
Internals thrive when jobs are complex & autonomous
Externals are more willing to follow direction
2. Self-Esteem
 High self-esteem means believing you have the
skills needed to succeed at work
 High self-esteem people take risks in their
careers
 Low self-esteem need more praise & approval
 High self-esteem is a good predictor of job
satisfaction
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3. Self-Monitoring
• High self-monitoring people can be totally
different at home from at work
• High self-monitoring people are more adaptable
at work and can “wear many hats”
• Low self-monitoring people show more
predictable behavior
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4. Risk-Taking
• High Risk-taking Managers
– Make quicker decisions.
– Use less information to make decisions.
– Succeed in smaller & more entrepreneurial orgs.
• Low Risk-taking Managers
– Are slower to make decisions.
– Require more information before making decisions.
– Succeed in larger orgs with stable environments.
* Implication: Aligning managers’ risk-taking propensity to
job requirements is beneficial to organizations.
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5. Type A vs. Type B
Type A Behavior Pattern: A pattern of behavior
involving high levels of competitiveness, time
urgency, and irritability.
Type B Behavior Pattern: A pattern of behavior
characterized by a casual, laid-back style; the
opposite of the Type A behavior pattern.
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Type A’s vs. Type B’s
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Type A / Type B in Management
•
•
•
•
Type A’s emphasize quantity over quality
Type A’s work longer hours
Type B’s are more creative
Type B’s are more likely to make it to the
top!
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Personality Summary Implications
1. You need to understand your own
personality along with the personalities of
those you work with.
2. You will be more successful if you find a
job that matches your personality.
3. You will be more successful if you find an
organization/company that matches your
personality.
© Copyright Prentice-Hall 2004
Values
• Value System
– What a person is
striving to achieve
in life and how they
want to behave
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Values
• Terminal Values - personal convictions
about life-long goals
• Instrumental Values - personal convictions
about desired ways to behave
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Terminal and
Instrumental
Values
Figure 3.4
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Emotions
Emotions
Intense feelings
that are directed
at someone or
something.
Moods
Feelings that tend to
be less intense than
emotions and that
aren’t directly
attributable to
someone or
something.
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6 Categories of Emotion
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Emotions
Q. Do you think that the workplace
should be free from all emotions?
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Felt versus Displayed Emotions
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Felt versus Displayed Emotions
Q. Can you give an example of when
YOUR felt emotions differed from your
displayed emotions at work?
Rhetorical question: If YOU are displaying a
different emotion than YOU are feeling, isn’t
it likely that everyone else is as well?!
© Copyright Prentice-Hall 2004
Gender and Emotions
Women
– Experience emotions more intensely.
– Display emotions more frequently.
– Are more comfortable in expressing emotions.
– Are better at reading others’ emotions.
Men
– Believe that displaying emotions is inconsistent with
the male image.
– Are innately less able to read and to identify with
others’ emotions.
– Have less need to seek social approval by showing
positive emotions.
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.
• Managers with a high level of emotional intelligence are
more likely to understand how they are feeling and why
• More able to effectively manage their feelings so that
they do not get in the way of effective decision-making
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Applications of Understanding
Emotions
• Hiring Employees
 Individual “Emotional Intelligence” (EI) = Selfawareness, Self-management, Self-Motivation,
Empathy, & Social Skills. EI is a better predictor of a
good employee than IQ.
• Decision Making
 Using positive emotions result in better decisions
• Motivation
 People are motivated not just by the rational payoffs for
working (like pay), but for the emotional ones as well
• Leadership
 Emotions are important to acceptance of messages
from organizational leaders (like politicians!)
Applications of Understanding
Emotions
• Interpersonal Conflict
 When there is conflict in the workplace, there are
almost always individual emotions involved
• Deviant Workplace Behaviors
 Negative emotions can lead to negative behaviors.
 Productivity failures (leaving early or working
slowly)
 Property theft and destruction
 Political actions (gossiping or blaming)
 Personal aggression (physical or verbal abuse)
Organizational Culture
Organizational Culture - Shared set of
beliefs, expectations, values, norms, and work
routines that influence how members of an
organization relate to one another and work
together to achieve organizational goals
Norms - Generally agreed upon informal rules
that guide group members’ behavior
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Organizational Culture
A Few More Things about Org Culture…
• Culture describes how things are, not whether or
not those things are good/bad,
beneficial/harmful, or satisfying/unsatisfying
• Strong cultures - values are shared consistently
and intensely. The stronger the culture, the less
formalization needed and the lower the turnover
• National culture has a greater impact on
employees than does their organization’s culture
What Is Organizational Culture?
Q. When you think of the culture of an
organization, what kind of factors
do you account for?
Cultural Dimensions
1. Risk Orientation
RISKY <------------------------------------------->CONSERVATIVE
2. Results Criticality
AT ALL COSTS<----------------------->DO THE RIGHT THING
3. People Focus
#1 PRIORITY<-------------------------------------->EXPENDABLE
4. Teamwork
TEAM UNITY<------------------>INDIVIDUAL ACHIEVEMENT
5. Aggressiveness
AGGRESSIVE<----------------------------------------->LAID BACK
Cultural Dimensions
6. Pace
FRANTIC<----------------------------------------------->PLODDING
7. Social Responsibility
SOCIETY FIRST<----------------------------->COMPANY FIRST
8. Corporate Pride
ARROGANCE<------------------------------->EMBARASSMENT
9. Customer Orientation
CUSTOMER-DRIVEN<-------------->PRODUCTION-DRIVEN
10. Structure
FREEDOM<------------------------------> STRICT ADHERENCE
Benefits Provided By Culture
 Conveys a sense of identity for its members
 Distinguishes one organization from others in
the eyes of insiders and outsiders
 Enhances employee loyalty
 Encourages efforts towards organizational
goals instead of individual ones
 Increases consistency of employee behavior
 Tells employees how things are done and what
the priorities are
When Culture Harms the Org
• When it gets in the way of effectiveness
• When it gets in the way of needed change
• When it undermines the benefits of diversity
• When it prevents or negatively impacts a
merger/acquisition
How Cultures are Created
1. Founders of companies formulate their vision
2. They hire and retain people likely to share
their vision
3. They model the thinking, feeling, and acting
that they expect of their employees
4. They convince these employees to think, feel,
and act the way they do
How Cultures are Sustained
• Selection – intentionally hire candidates who fit
into the organization and inadvertently send
out signals to those who don’t.
• Management Influence – the founder and other
senior executives perpetuate behavioral norms
that are adopted by the organization.
• Socialization - molding new employees so
they adapt to the organization’s culture.
Includes orientation, formal training, informal
training, coaching, and interaction.
• Passing it on – Stories, Rituals, and Language.
Norms
Prescriptive norms dictate the behaviors
that should be performed
Proscriptive norms dictate specific
behaviors that should be avoided
© Copyright Prentice-Hall 2004
Norms
Classes of Norms:
• Performance norms – effort, performance,
absenteeism
• Appearance norms – dress code, looking busy
• Social interaction norms – friendships, lunchmates
• Allocation of resources norms – workload
splitting, receipt of new equipment
Norms - Examples of Cards Used
in Asch’s Study