1. Chapter Outline Enduring Characteristics: Personality Traits
The Big Five Personality Traits
Other Personality Traits that Affect Managerial Behavior
Values, Attitudes, and Moods and Emotions
Values: Terminal and Instrumental
Attitudes
Moods and Emotions
Emotional Intelligence
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2. Chapter Outline (cont’d)
Ethics and Stakeholders
Which Behaviors Are Ethical
Why Would Managers Behave Unethically Toward Other Stakeholders?
Sources of an Organization’s Code of Ethics
Organizational Culture
How Managers Influence Organization Culture
Ethical Organizational Cultures
Social Responsibility
Summary and Review
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3. Personality Traits Personality Traits
Enduring tendencies to feel, think, and act in certain ways
Characteristics that influence how people think, feel and behave on and off the job
The personalities of managers account for the different approaches that managers adopt to management.
Traits are viewed as a continuum (from high to low) along which individuals fall.
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4. The Big Five Personality Traits
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Source:
Figure 3.1

5. Other Personality Traits…
Internal Locus of Control
The tendency to locate responsibility for one’s own fate within oneself
People believe they are responsible for their fate and see their actions as important to achieving goals.
External Locus of Control
The tendency to locate responsibility for one’s fate within outside forces and to believe that one’s own behavior has little impact on outcomes
People believe external forces decide their fate and their actions make little difference.
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6. Other Personality Traits… (cont’d)
Self-Esteem
The degree to which people feel good about themselves and their abilities
High self-esteem causes a person to feel competent, and capable.
Persons with low self-esteem have poor opinions of themselves and their abilities.
Need for Achievement
The extent to which an individual has a strong desire to perform challenging tasks well and meet personal standards for excellence
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7. Other Personality Traits… (cont’d)
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
Need for Power
The extent to which an individual desires to control or influence others
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8. 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
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9. Terminal and Instrumental Values
Source: Rokeach, The Nature of Human Values (New York: Free Press, 1973).
Figure 3.3
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10. Emotional Intelligence
The ability to understand and manage one’s own moods and emotions and the moods and emotions of other people.
Assists managers in coping with their own emotions.
Helps managers carry out their interpersonal roles of figurehead, leader, and liaison.
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11. Ethics and Stakeholders
Organizational Stakeholders
Shareholders, employees, customers, suppliers, and others who have an interest, claim, or stake in an organization and in what it does
Each group of stakeholders wants a different outcome and managers must work to satisfy as many as possible.
Managers have the responsibility to decide which goals an organization should pursue to most benefit stakeholders—decisions that benefit some stakeholder groups at the expense of others.
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12. Ethics and Stakeholders (cont’d)
Moral principles or beliefs about what is right or wrong
Ethics guide managers in their dealings with stakeholders and others when the best course of action is unclear.
Managers often experience an ethical dilemma in choosing between the conflicting interests of stakeholders.
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13. Ethical versus Unethical Decisions
A decision that is reasonable or typical stakeholders would find acceptable because it aids stakeholders, the organization, or society.
Unethical Decision
A decision that a manager would prefer to disguise or hide from other people because it enables the company or a particular individual to gain at the expense of society or other stakeholders.
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14. Sources of An Organization’s Code of Ethics
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Figure 3.7

15. Organizational Culture
The set of shared values, norms, standards for behavior, and shared expectations that influence the way in which individuals, groups, and teams interact with each other and cooperate to achieve organizational goals.
Attraction-Selection-Attrition Framework
A model that explains how personality may influence 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.
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16. Ethical Organizational Cultures
Components of an Ethical Culture
Ethical values and norms are a central component of the organizational culture
A code of ethics guides decisions when ethical decisions arise.
Managers serve as ethical role models
Ethics Ombudsman
An ethics officer who monitors an organization’s practices and procedures to ensure they are ethical.
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17. Social Responsibility
A manager’s duty or obligation make decisions that promote the welfare and well-being of stakeholders and society as a whole.
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18. Approaches to Social Responsibility
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Source:
Figure 3.8