1. Values, Attitudes, Emotions and Culture: The Manager as a Person
Chapter 3
Values, Attitudes, Emotions and Culture: The Manager as a Person

2. Big Five Personality Traits
MGMT 321 – Chapter 3

3. Big Five Personality Traits
Extroversion
Sociable, positive, assertive
Negative affectivity
Distressed, critical
Agreeableness
Cooperative, warm
Conscientiousness
Dependable, hardworking, honest
Openness to experience
Creative, curious, risk-taker
MGMT 321 – Chapter 3

4. Other Personality Traits
Locus of Control
Internal – I control what happens to me
External – Forces outside my control (fate, chance, other people) determine what happens to me
Self-Esteem
Determination of self-worth
with success and with failures
MGMT 321 – Chapter 3

5. McClelland’s Needs Need for Achievement Need for Affiliation
Need for excellence, competition, challenging goals, persistence, and overcoming difficulties
Need for Affiliation
Need to establish and maintain warm, close, intimate relationships with other people
Need for Power
Need to make an impact on others, influence others, change people or events, and make a difference in life
MGMT 321 – Chapter 3

6. Values, Attitudes, and Moods and Emotions
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
MGMT 321 – Chapter 3

7. Values Terminal Values Instrumental Values Value System
A personal conviction about life-long goals
Instrumental Values
A personal conviction about desired modes of conduct or ways of behaving
Value System
What a person is striving to achieve in life and how they want to behave
MGMT 321 – Chapter 3

8. Terminal vs. Instrumental Values
MGMT 321 – Chapter 3

9. Work Attitudes Organizational Citizenship Behavior Job Satisfaction
A collection of feelings and beliefs that managers have about their current jobs
Dimensions include the work, supervision, pay, promotion opportunities, and coworkers
Organizational Citizenship Behavior
Behavior that is above and beyond duty
Related to job satisfaction
MGMT 321 – Chapter 3

10. Work Attitudes Organizational commitment Effects Affective Normative
Continuance
Effects
Turnover
Individual performance
Firm performance
MGMT 321 – Chapter 3

11. Moods and Emotions Mood A feeling or state of mind Emotions
Positive moods provide excitement, elation, and enthusiasm
Negative moods lead to fear, distress, and nervousness
Emotions
Intense, relatively short-lived feelings
MGMT 321 – Chapter 3

12. A Measure of Positive and Negative Mood at Work
MGMT 321 – Chapter 3

13. Emotional Intelligence
The ability to:
Understand and manage one’s own moods and emotions
And understand the moods and emotions of other people
Assists in carrying out various roles
Higher levels of EI result in better decision making
MGMT 321 – Chapter 3

14. Organizational Culture
Shared set of beliefs, expectations, values, norms, and work routines
Influences:
How organizational members relate to one another
How organizational members work together to achieve organizational goals
Attraction-Selection-Attrition
MGMT 321 – Chapter 3

15. Factors Affecting Organizational Culture
MGMT 321 – Chapter 3