Values, Attitudes, Emotions, and Culture: The Manager as a Person The personal characteristics of managers influence the process of management in general, and organizational culture in particular

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 approach to managing people and resources Personality 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 Managers and Traits

Personality traits that enhance managerial effective-ness in one situation may actually impair it in another Managers and Traits

Big Five Personality Traits Figure 3.1

Big Five Personality Traits Extraversion – tendency to experience positive emotions and moods and feel good about oneself and the rest of the world

Big Five Personality Traits Managers high in extraversion tend to be sociable, affectionate, outgoing and friendly Managers low in extraversion tend to be less inclined toward social interaction and have a less positive outlook

You Can Assess Yourself p. 67

Big Five Personality Traits Managers high in negative affectivity may often feel angry and dissatisfied, and complain about their own and others’ lack of progress Managers who are low in negative affectivity do not tend to experience many negative emotions and moods and are less pessimistic and critical of themselves and others

Big Five Personality Traits Negative affectivity – tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others Big Five Personality Traits

Might Dwight be an effective manager anywhere you can think of?

Big Five Personality Traits Openness to Experience – tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks Big Five Personality Traits

Other Personality Traits 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

Other Personality Traits External locus of control Believe that outside forces are responsible for what happens to and around them Do not think their own actions make much difference

Other Personality Traits Self-Esteem The degree to which people feel good about themselves and their abilities

Can managers be too satisfied with their jobs Can managers be too satisfied with their jobs? Too committed to their organizations? Why or why not?

Other Personality Traits Need for Achievement The extent to which an individual has a strong desire to perform challenging tasks well and meet personal standards for excellence

Other Personality Traits 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

Other Personality Traits Need for Power The extent to which an individual desires to control or influence others

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

Values Terminal Values A personal conviction about life-long goals Instrumental Values A personal conviction about desired modes of conduct or ways of behaving Terminal Values A personal conviction about life-long goals A sense of accomplishment, equality, and self-respect. Instrumental Values A personal conviction about desired modes of conduct or ways of behaving Being hard-working, broadminded, capable.

Values Value System What a person is striving to achieve in life and how they want to behave

Attitudes Attitude > Job Satisfaction A collection of feelings and beliefs > Job Satisfaction > Organizational Commitment

Attitudes 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.

Attitudes Organizational Citizenship Behaviors

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. Moods and Emotions A manager’s mood affects their treatment of others and how others respond to them. Subordinates perform better and relate better to managers who are in a positive mood. Current situations and a person's basic outlook affect a person’s current mood.

As the manager of a busy restaurant As the manager of a busy restaurant. Think of what it would be like to negotiate a single demanding day while in your version of the worst mood possible. Imagine yourself

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.

Emotional Intelligence 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 Example: HALT Technique

Factors Affecting Organizational Culture