1. 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. chapter three

2. 3-2 Learning Objectives 1.Describe the various personality traits that affect how managers think, feel, and behave 2.Explain what values and attitudes are and describe their impact on managerial action 3.Appreciate how moods and emotions influence all members of an organization 4.Describe the nature of emotional intelligence and its role in management 5.Define organizational culture and norms and explain how managers both create and are influenced by organizational culture McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

3. © Copyright Prentice-Hall 2004 3 Personality Personality - the unique and relatively stable pattern of behavior, thoughts, and emotions shown by individuals Personality Traits – Enduring characteristics that describe an individual’s behavior

4. © Copyright Prentice-Hall 2004 4 Personality Determinants 1. Heredity – Some personality traits are determined at birth, like hair color & height. Maybe as much as 50%! 2. Environment – Personality is impacted by the culture, parenting, social norms, and our other experiences 3. Situation – While our heredity and environment shape our personality, it will vary to some degree by each unique situation we face 1. Heredity – Some personality traits are determined at birth, like hair color & height. Maybe as much as 50%! 2. Environment – Personality is impacted by the culture, parenting, social norms, and our other experiences 3. Situation – While our heredity and environment shape our personality, it will vary to some degree by each unique situation we face

5. © Copyright Prentice-Hall 2004 5 The Myers-Briggs Type Indicator Personality Types Extroverted or Introverted (E or I) Sensing or Intuitive (S or N) Thinking or Feeling (T or F) Perceiving or Judging (P or J) Personality Types Extroverted or Introverted (E or I) Sensing or Intuitive (S or N) Thinking or Feeling (T or F) Perceiving or Judging (P or J)

6. The Big Five Personality Model

7. Big Five Personality Traits Negative Affectivity is another term for Emotional Stability 3-7 Figure 3.1

8. © Copyright Prentice-Hall 2004 8 The Big 5 Model – Key Research Findings 1.Conscientious people are good performers in all lines of work 2.Extroversion was a good predictor of success with managers and sales people

9. © Copyright Prentice-Hall 2004 9 Classifying People by Personality Type Q. What are some of the benefits of classifying people in the workplace by their personality type?

10. © Copyright Prentice-Hall 2004 10 Major Personality Traits Managers Should Understand 1.Locus of control 2.Self-esteem 3.Self-monitoring 4.Propensity for risk taking 5.Type A/Type B personality

11. 1. Locus of Control Internals are more likely to land jobs and seek new jobs Internals are more likely to be satisfied at work Internals thrive when jobs are complex & autonomous Externals are more willing to follow direction Internals are more likely to land jobs and seek new jobs Internals are more likely to be satisfied at work Internals thrive when jobs are complex & autonomous Externals are more willing to follow direction

12. © Copyright Prentice-Hall 2004 12 2. Self-Esteem High self-esteem means believing you have the skills needed to succeed at work High self-esteem people take risks in their careers Low self-esteem need more praise & approval High self-esteem is a good predictor of job satisfaction

13. © Copyright Prentice-Hall 2004 13 3. Self-Monitoring High self-monitoring people can be totally different at home from at work High self-monitoring people are more adaptable at work and can “wear many hats” Low self-monitoring people show more predictable behavior

14. © Copyright Prentice-Hall 2004 14 4. Risk-Taking High Risk-taking Managers –Make quicker decisions. –Use less information to make decisions. –Succeed in smaller & more entrepreneurial orgs. Low Risk-taking Managers –Are slower to make decisions. –Require more information before making decisions. –Succeed in larger orgs with stable environments. * Implication: Aligning managers’ risk-taking propensity to job requirements is beneficial to organizations.

15. © Copyright Prentice-Hall 2004 15 5. Type A vs. Type B Type A Behavior Pattern Type A Behavior Pattern: A pattern of behavior involving high levels of competitiveness, time urgency, and irritability. Type B Behavior Pattern Type B Behavior Pattern: A pattern of behavior characterized by a casual, laid-back style; the opposite of the Type A behavior pattern.

16. © Copyright Prentice-Hall 2004 16 Type A’s vs. Type B’s

17. © Copyright Prentice-Hall 2004 17 Type A / Type B in Management Type A’s emphasize quantity over quality Type A’s work longer hours Type B’s are more creative Type B’s are more likely to make it to the top!

18. © Copyright Prentice-Hall 2004 18 Personality Summary Implications 1.You need to understand your own personality along with the personalities of those you work with. 2.You will be more successful if you find a job that matches your personality. 3.You will be more successful if you find an organization/company that matches your personality.

19. 3-19 Values Value System –What a person is striving to achieve in life and how they want to behave

20. 3-20 Values Terminal Values - personal convictions about life-long goals Instrumental Values - personal convictions about desired ways to behave

21. 3-21 Figure 3.4 Terminal and Instrumental Values

22. © Copyright Prentice-Hall 2004 22 Emotions Moods Feelings that tend to be less intense than emotions and that aren’t directly attributable to someone or something. Emotions Intense feelings that are directed at someone or something.

23. © Copyright Prentice-Hall 2004 23 6 Categories of Emotion

24. © Copyright Prentice-Hall 2004 24 Emotions Q. Do you think that the workplace should be free from all emotions?

25. © Copyright Prentice-Hall 2004 25 Felt versus Displayed Emotions

26. © Copyright Prentice-Hall 2004 26 Felt versus Displayed Emotions Q. Can you give an example of when YOUR felt emotions differed from your displayed emotions at work? Rhetorical question: If YOU are displaying a different emotion than YOU are feeling, isn’t it likely that everyone else is as well?!

27. Gender and Emotions Women –Experience emotions more intensely. –Display emotions more frequently. –Are more comfortable in expressing emotions. –Are better at reading others’ emotions. Men –Believe that displaying emotions is inconsistent with the male image. –Are innately less able to read and to identify with others’ emotions. –Have less need to seek social approval by showing positive emotions.

28. 3-28 Emotional Intelligence 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. 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

29. Applications of Understanding Emotions Hiring Employees Individual “Emotional Intelligence” (EI) = Self- awareness, Self-management, Self-Motivation, Empathy, & Social Skills. EI is a better predictor of a good employee than IQ. Decision Making Using positive emotions result in better decisions Motivation People are motivated not just by the rational payoffs for working (like pay), but for the emotional ones as well Leadership Emotions are important to acceptance of messages from organizational leaders (like politicians!)

30. Applications of Understanding Emotions Interpersonal Conflict When there is conflict in the workplace, there are almost always individual emotions involved Deviant Workplace Behaviors Negative emotions can lead to negative behaviors.  Productivity failures (leaving early or working slowly)  Property theft and destruction  Political actions (gossiping or blaming)  Personal aggression (physical or verbal abuse)

31. 3-31 Organizational Culture 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 Norms - Generally agreed upon informal rules that guide group members’ behavior

32. Organizational Culture A Few More Things about Org Culture… Culture describes how things are, not whether or not those things are good/bad, beneficial/harmful, or satisfying/unsatisfying Strong cultures - values are shared consistently and intensely. The stronger the culture, the less formalization needed and the lower the turnover National culture has a greater impact on employees than does their organization’s culture

33. What Is Organizational Culture? Q. When you think of the culture of an organization, what kind of factors do you account for?

34. Cultural Dimensions 1. Risk Orientation RISKY CONSERVATIVE 2. Results Criticality AT ALL COSTS DO THE RIGHT THING 3. People Focus #1 PRIORITY EXPENDABLE 4. Teamwork TEAM UNITY INDIVIDUAL ACHIEVEMENT 5. Aggressiveness AGGRESSIVE LAID BACK

35. Cultural Dimensions 6. Pace FRANTIC PLODDING 7. Social Responsibility SOCIETY FIRST COMPANY FIRST 8. Corporate Pride ARROGANCE EMBARASSMENT 9. Customer Orientation CUSTOMER-DRIVEN PRODUCTION-DRIVEN 10. Structure FREEDOM STRICT ADHERENCE

36. Benefits Provided By Culture Conveys a sense of identity for its members Distinguishes one organization from others in the eyes of insiders and outsiders Enhances employee loyalty Encourages efforts towards organizational goals instead of individual ones Increases consistency of employee behavior Tells employees how things are done and what the priorities are Conveys a sense of identity for its members Distinguishes one organization from others in the eyes of insiders and outsiders Enhances employee loyalty Encourages efforts towards organizational goals instead of individual ones Increases consistency of employee behavior Tells employees how things are done and what the priorities are

37. When Culture Harms the Org When it gets in the way of effectiveness When it gets in the way of needed change When it undermines the benefits of diversity When it prevents or negatively impacts a merger/acquisition When it gets in the way of effectiveness When it gets in the way of needed change When it undermines the benefits of diversity When it prevents or negatively impacts a merger/acquisition

38. How Cultures are Created 1.Founders of companies formulate their vision 2.They hire and retain people likely to share their vision 3.They model the thinking, feeling, and acting that they expect of their employees 4.They convince these employees to think, feel, and act the way they do

39. How Cultures are Sustained Selection – intentionally hire candidates who fit into the organization and inadvertently send out signals to those who don’t. Management Influence – the founder and other senior executives perpetuate behavioral norms that are adopted by the organization. Socialization - molding new employees so they adapt to the organization’s culture. Includes orientation, formal training, informal training, coaching, and interaction. Passing it on – Stories, Rituals, and Language.

40. © Copyright Prentice-Hall 2004 40 Norms Prescriptive norms Prescriptive norms dictate the behaviors that should be performed Proscriptive norms Proscriptive norms dictate specific behaviors that should be avoided

41. Norms Classes of Norms: Performance norms – effort, performance, absenteeism Appearance norms – dress code, looking busy Social interaction norms – friendships, lunch- mates Allocation of resources norms – workload splitting, receipt of new equipment Classes of Norms: Performance norms – effort, performance, absenteeism Appearance norms – dress code, looking busy Social interaction norms – friendships, lunch- mates Allocation of resources norms – workload splitting, receipt of new equipment

42. Norms - Examples of Cards Used in Asch’s Study