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

2. Personality Traits Particular tendencies to feel, think, and act in certain ways that can be used to describe the personality of every individual Manager’s personalities influence their behavior and approach to managing people and resources

3. Big Five Personality Traits

5. Measure of Negative Affectivity and Emotional Stability

7. Myers Briggs Type Indicator (MBTI ® ) A general personality assessment tool that measures the personality of an individual using four categories: Social interaction: Extrovert or Introvert (E or I) Preference for gathering data: Sensing or Intuitive (S or N) Preference for decision making: Feeling or Thinking (F or T) Style of decision making: Perceptive or Judgmental (P or J) http://www.keirsey.com/ 13–7 Why and how should companies use personality testing?

8. Additional Personality Insights Locus of Control Internal locus: persons who believe that they control their own destiny. External locus: persons who believe that what happens to them is due to luck or chance (the uncontrollable effects of outside forces). 13–8 What is the effect of perceived control on performance?

9. Self-Esteem (SE) 13–9 What is the effect of Self-Esteem on Performance? The degree to which people like or dislike themselves High Self-Esteem Benefits & Drawbacks Low-Esteem Drawbacks Risk taking Behaviors

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

11. Using Personality at Work Selection of employees based on personality Training (Communication and Conflict Resolution Skills) Career Selection Holland’s Career Choice Theory O*Net (http://www.mynextmove.org/explore/ip)http://www.mynextmove.org/explore/ip ASVAB (More skill based)

12. 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 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.

13. Warren Buffett One of America's most beloved investor was the world's richest man at one time. Net Worth:$50.0 bil Fortune:self made Age:80 Residence:Omaha, Nebraska Industry:Investments Education:University of Nebraska Lincoln, Bachelor of Arts / Science, Columbia University, Master of Science Marital Status:widowed, remarried, 3 childrenNebraskaInvestments 3–13

14. Attitudes about Work 3 Components of Attitudes: Affective, Behavioral and Cognitive (The ABC’s) Attitude Toward Act or Behavior Subjective Norm Behavioral Intention Behavior

15. Job Satisfaction Job satisfaction - an employee’s general attitude toward his or her job. The relationship between Job Satisfaction and Performance, Turnover, Absenteeism, Customer Satisfaction and OCB’s Job Sat Perf Money Job Sat PerfJob Sat

16. 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 Organizational Commitment The collection of feelings and beliefs that managers have about their organization as a whole Three Types of Commitment 1.Continuance 2.Affective 3.Normative

17. 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

18. A Measure of Organizational Commitment

19. Emotional Intelligence The ability to notice and to manage emotional cues and information. Dimensions of EI: 1.Self-awareness: knowing what you’re feeling 2.Self-management: managing emotions and impulses 3.Self-motivation: persisting despite setbacks and failures 4.Empathy: sensing how others are feeling 5.Social skills: handling the emotions of others More important than IQ at predicting success? 13–19

20. 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. 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

21. 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

22. Best Companies to Work For … 3–22

23. Factors That Maintain and Transmit Organizational Culture

24. Organizational socialization 3–24 A process by which newcomer’s learn an organization’s values and norms and acquire the work behaviors necessary to perform jobs effectively

25. Ceremonies and Rites Formal events that recognize incidents of importance to the organization as a whole and to specific employees

26. Ceremonies and Rites Rites of passage determine 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 Rites of enhancement let organizations publicly recognize and reward employees’ contributions and thus strengthen their commitment to organizational values

27. Stories and Language Stories and language Communicate organizational culture Reveal behaviors that are valued by the organization Includes how people dress, the offices they occupy, the cars they drive, and the degree of formality they use when they address one another

28. The Transformation of Disney