ATTITUDE VALUES

ATTITUDE !!!!!!!

© 2003 Prentice Hall Inc. All rights reserved. 3–33–3

GUYS !!! THINK POSITIVE …….LIVE HAPPILY ….

© 2003 Prentice Hall Inc. All rights reserved. 3–53–5 -

3–63–6 The Environment Determinism Theory Negative World View Changing Environment YOU Beware the Bullets! Negative Work Environment Past Experiences Other People’s Behavior Other People’s Behavior Ouch!

© 2003 Prentice Hall Inc. All rights reserved. 3–73–7 CHANGE...  Challenges our paradigms  Alters the way we think  Makes life more difficult for a while  Causes Stress  Is an ongoing fact of life  Challenges our paradigms  Alters the way we think  Makes life more difficult for a while  Causes Stress  Is an ongoing fact of life Changing Environment “ The only person who always likes change is a wet baby”

© 2003 Prentice Hall Inc. All rights reserved. 3–83–8 Past Experiences Ouch!

© 2003 Prentice Hall Inc. All rights reserved. 3–93–9 u GENETIC: My Grandparents did it to me. (Inherited traits) u PSYCHIC: My Parents did it to me. (Upbringing) u ENVIRONMENTAL: My Spouse, my Boss, the Company, the Economy, etc.. is doing this to me. (Surroundings) Determinism Theory

© 2003 Prentice Hall Inc. All rights reserved. 3–10 “Are some people just born positive thinkers... or is it their CHOICE?” “Are some people just born positive thinkers... or is it their CHOICE?” Life’s Little Question

© 2003 Prentice Hall Inc. All rights reserved. 3–11 Choose the Right Luggage D o d g e B u l l e t s B e B u l l e t p r o o f

© 2003 Prentice Hall Inc. All rights reserved. 3–12 You’re going to get hit! The Problem With Dodging Bullets

© 2003 Prentice Hall Inc. All rights reserved. 3–13 Choice #2 Wear Bulletproof Armor Best Attitude

© 2003 Prentice Hall Inc. All rights reserved. 3–14 Bulletproof Armor Comes from Bulletproof Armor Comes from SELF CHANGE

© 2003 Prentice Hall Inc. All rights reserved. 3–15 Putting on the Armor Change 3 Things! Change 3 Things!

© 2003 Prentice Hall Inc. All rights reserved. 3–16 This is going to be a wonderful day! This is going to be a crappy day! Manage Your Self-Talk If you think you Can, or you think you Can’t… YOU’RE RIGHT! Henry Ford THINKING

© 2003 Prentice Hall Inc. All rights reserved. 3–17 Choose Your Behavior REACTIVE Response RESPONSIBLE My Respo nse My Choic e BEHAVIORBEHAVIOR Stimulus

© 2003 Prentice Hall Inc. All rights reserved. 3–18 Add POSI + IVE Behavior INFLUENCE YOUR ENVIRONMENT! Spread a SMILE around Sprinkle some “positive” on the negatives Focus on the good of each day Stay out of the “feeding frenzies” Say “please” and “thank you” Practice EMPATHY Evaluate YOUR behavior Never miss an opportunity to complement Replace the BAD HABITS! BEHAVIORBEHAVIOR

**** Major Job attitude Job satisfaction : it refers to the positive feeling about a job resulting from an evaluation of its characteristics. Job involvement : it measures the degree to which people identify psychologically with their job and consider their perceived performance level important to self worth. Organizational commitment : is a state in which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization.

Organizational commitment Affective commitment : an emotional attachment to the orgn and a belief in its values. Continuous commitment : it is the perceived economic value of remaining with an orgn compared to leaving it. Normative commitment : it is an obligation to remain with the orgn for moral or ethical reasons.

© 2003 Prentice Hall Inc. All rights reserved. 3–21 -

© 2003 Prentice Hall Inc. All rights reserved. 3–22. Judgmental element as to what is right, good, or desirable. Values have both content and intensity attributes. – The content attribute says that a mode of conduct or end-state of existence is important. – The intensity attribute specifies how important it is. Values are not generally fluid and flexible. They tend to be relatively stable and enduring. – A significant portion of the values we hold is established in our early years—from parents, teachers, friends, and others.

© 2003 Prentice Hall Inc. All rights reserved. 3–23 ** Importance of values Lay the foundation for the understanding of attitudes and motivation because they influence our perceptions. Individuals enter organizations with notions of what is right and wrong with which they interpret behaviors or outcomes. Values generally influence attitudes and behavior.

© 2003 Prentice Hall Inc. All rights reserved. 3–24 Types of Values –- Rokeach Value Survey 1.Several studies confirm that the RVS values vary among groups. People in the same occupations or categories tend to hold similar values

© 2003 Prentice Hall Inc. All rights reserved. 3–25 Values in the Rokeach Survey E X H I B I T 3-1a

© 2003 Prentice Hall Inc. All rights reserved. 3–26 Values in the Rokeach Survey (cont’d) E X H I B I T 3-1b

© 2003 Prentice Hall Inc. All rights reserved. 3–27 Values Across Cultures Values differ across cultures, Therefore, understanding these differences helps to explain and to predict behavior of employees from different countries. One of the most widely referenced approaches for analyzing variations among cultures has been done by Geert Hofstede. Hofstede’s framework for assessing cultures; – A five value dimensions of national culture Power distance Individualism vs. Collectivism Quantity of life vs Quality of life Uncertainty avoidance Long-term vs short-term orientation. Asian countries were more collectivist than individualistic. US ranked highest on individualism. German and Hong Kong ranked highest on quality of life; Russia and The Netherlands were low. China and Hong Kong had a long-term orientation; France and US were low.

© 2003 Prentice Hall Inc. All rights reserved. 3–28 Hofstede’s Framework for Assessing Cultures

© 2003 Prentice Hall Inc. All rights reserved. 3–29 Hofstede’s Framework (cont’d)

© 2003 Prentice Hall Inc. All rights reserved. 3–30 Hofstede’s Framework (cont’d)

© 2003 Prentice Hall Inc. All rights reserved. 3–31 Hofstede’s Framework (cont’d)

© 2003 Prentice Hall Inc. All rights reserved. 3–32 Hofstede’s Framework (cont’d)