2. Values, Attitudes, Emotions, and Culture: The Manager as a Person
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.

3. Learning Objectives
Describe the various personality traits that affect how managers think, feel, and behave
Explain what values and attitudes are and describe their impact on managerial action
Appreciate how moods and emotions influence all members of an organization
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

4. Learning Objectives
Describe the nature of emotional intelligence and its role in management
Define organizational culture and explain how managers both create and are influenced by organizational culture

5. 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

6. Big Five Personality Traits
Figure 3.1

7. Manager’s and 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

8. Manager’s and Traits
Personality traits that enhance managerial effectiveness in one situation may actually impair it in another

9. Question?
What is the tendency to experience positive emotions and moods?
Negative affectivity
Extraversion
Agreeableness
Conscientiousness
The correct answer is “B”. See next slide.

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

11. 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

12. Measures

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

14. 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

15. Measure of Negative Affectivity
Figure 3.3

16. Big Five Personality Traits
Agreeableness – tendency to get along well with others

17. Big Five Personality Traits
Managers high in agreeableness are likable, affectionate and care about others
Managers with low agreeableness may be distrustful, unsympathetic, uncooperative and antagonistic

18. Big Five Personality Traits
Conscientiousness – tendency to be careful, scrupulous, and persevering

19. Big Five Personality Traits
Managers high in this trait are organized and self-disciplined
Managers low in this trait lack direction and self-discipline

20. 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

21. Big Five Personality Traits
Managers who are high in openness to experience may be especially likely to take risks and be innovative in their planning and decision making
Managers who are low in this trait may be less prone to take risks and be more conservative in their planning and decision making

22. 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

23. 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 of a difference

24. Other Personality Traits
Self-Esteem
The degree to which people feel good about themselves and their abilities
High self-esteem causes a person to feel competent, deserving and capable.
Persons with low self-esteem have poor opinions of themselves and are unsure about their capabilities.

25. Question?
What need is the extent to which an individual has a strong desire to perform challenging tasks well?
Achievement
Affiliation
Power
Extension
The correct answer is “A” Achievement. See next slide.

26. 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

27. 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

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

29. 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

30. Values Terminal Values Instrumental 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.

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

32. Terminal and Instrumental Values
Source: Rokeach, The Nature of Human Values (New York: Free Press, 1973).
Figure 3.4

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

34. 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.

35. Sample Items from Two Measures of Satisfaction
Source: R.B. Dunham and J. B. Herman, “ Development of a Female Face Scale for Measuring Job Satisfaction.” Journal of Applied Psychology 60 (1975): 629–31.
Figure 3.5

36. Attitudes Organizational Citizenship Behaviors
Behaviors that are not required of organizational members but that help the firm in gaining a competitive advantage.

37. Attitudes
Managers with high satisfaction are more likely perform these “above and beyond the call of duty” behaviors.
Managers who are satisfied with their jobs are less likely to quit

38. Attitudes Organizational Commitment
The collection of feelings and beliefs that managers have about their organization as a whole

39. 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

40. A Measure of Organizational Commitment
Source: L. W. Porter and F. J. Smith, “Organizational Commitment Questionnaire,” in J. D. Cook, S. J. Hepworth, T. D. Wall, and P. B. Warr, eds., The Experience of Work: A Compendium and Review of 249 Measures and Their Use (New York: Academic Press, 1981), 84–86.
Figure 3.6

41. 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.
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.

42. A Measure of Positive and Negative Mood at Work
Source: A. P. Brief, M. J. Burke, J. M. George, B. Robinson, and J. Webster, “ Should Negative Affectivity Remain an Unmeasured Variable in the Study of Job Stress?” Journal of Applied Psychology 73 (1988): 193–98.
Figure 3.6

43. 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.

44. 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

45. 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

46. Organizational Culture
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

47. Organizational Culture
Attraction-Selection-Attrition Framework
A model that explains the role that founders’ personal characteristics play in determining 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.

48. Role of Values and Norms
Terminal values – signify what an organization and its employees are trying to accomplish
Instrumental values – guide the ways in which the organization and its members achieve organizational goals

49. Role of Values and Norms
Managers determine and shape organizational culture through the kinds of values and norms they promote in an organization

50. Factors Affecting Organizational Culture

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

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

53. Discussion Question?
What are examples of events that recognize employees and their importance to the organization? Which of the following would be the most meaningful to the employee and to the organization?
Money
Stock Options
Plaque
Parking Space
Some examples are promotions, recognition awards, and service awards (time with the company). Students may discuss personal experience and the type of award they would most appreciate – gift cards, money, stock options, plaques, parking space, etc.

54. Ceremonies and Rites
Rites of passage – determine how individuals enter, advance within, or leave the organization
Rites of integration – 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

55. Stories and Language Communicate organizational culture
Stories 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

56. Gung Ho
How would Japanese management training work in the U.S.? Why does it work in Japan?
Attitudes, values, and culture: the manager as a person
Gung Ho
Hunt Stevenson (Michael Keaton) wants to save his town. He flies to Japan and convinces a Japanese car company (the fictional Assan Motors) to reopen a closed factory in the town of Hadleyville, PA. Assan Motors reopens the plant and a clash of Japanese and American culture and values ensues. The Japanese managers introduce uniforms, morning exercises, production efficiency and quality control to the plant. The Americans teach the Japanese about the importance of family and loyalty to each other.
In this opening scene, we see examples of Japanese management training and some differences in Japanese and American cultures.
How would this style of management training work in the US?
Why does it work in Japan?
What are some examples of cultural differences?
Students should be prepared to discuss cultural differences, such as attitudes toward the company’s place in the family and the acceptance of change.