1. Values and Emotions

2. 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

3. 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.

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

5. Mood & Emotions A feeling or state of mind Moods and Emotions
Positive moods provide excitement 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.

6. Emotions Defined
Psychological, behavioral, and physiological episodes experienced toward an object, person, or event that create a state of readiness.
Most emotions occur without our awareness

7. Attitudes versus Emotions
Judgments about an attitude object
Experiences related to an attitude object
Based mainly on rational logic
Based on innate and learned responses to environment
Usually stable for days or longer
Usually experienced for seconds or less

8. Emotions, Attitudes and Behavior
Perceived Environment
Attitude
Feelings
Beliefs
Behavioral
Intentions
Cognitive process
Emotional process
Emotional Episodes
Behavior

9. Generating Positive Emotions at Work
The emotions-attitudes-behavior model illustrates that attitudes are shaped by ongoing emotional experiences.
Thus, successful companies actively create more positive than negative emotional episodes.

10. Job Satisfaction and Customers
Courtesy of Wegmans Food Markets
Job satisfaction affects mood, leading to positive behaviors toward customers
Less employee turnover, resulting in more consistent and familiar service

11. 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

12. 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.

13. 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

14. 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

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