Values, Attitudes, Emotions and Culture: The Manager as a Person Chapter 3 Values, Attitudes, Emotions and Culture: The Manager as a Person

Big Five Personality Traits MGMT 321 – Chapter 3

Big Five Personality Traits Extroversion Sociable, positive, assertive Negative affectivity Distressed, critical Agreeableness Cooperative, warm Conscientiousness Dependable, hardworking, honest Openness to experience Creative, curious, risk-taker MGMT 321 – Chapter 3

Other Personality Traits Locus of Control Internal – I control what happens to me External – Forces outside my control (fate, chance, other people) determine what happens to me Self-Esteem Determination of self-worth with success and with failures MGMT 321 – Chapter 3

McClelland’s Needs Need for Achievement Need for Affiliation Need for excellence, competition, challenging goals, persistence, and overcoming difficulties Need for Affiliation Need to establish and maintain warm, close, intimate relationships with other people Need for Power Need to make an impact on others, influence others, change people or events, and make a difference in life MGMT 321 – Chapter 3

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 MGMT 321 – Chapter 3

Values Terminal Values Instrumental Values Value System A personal conviction about life-long goals Instrumental Values A personal conviction about desired modes of conduct or ways of behaving Value System What a person is striving to achieve in life and how they want to behave MGMT 321 – Chapter 3

Terminal vs. Instrumental Values MGMT 321 – Chapter 3

Work Attitudes Organizational Citizenship Behavior Job Satisfaction A collection of feelings and beliefs that managers have about their current jobs Dimensions include the work, supervision, pay, promotion opportunities, and coworkers Organizational Citizenship Behavior Behavior that is above and beyond duty Related to job satisfaction MGMT 321 – Chapter 3

Work Attitudes Organizational commitment Effects Affective Normative Continuance Effects Turnover Individual performance Firm performance MGMT 321 – Chapter 3

Moods and Emotions Mood A feeling or state of mind Emotions Positive moods provide excitement, elation, and enthusiasm Negative moods lead to fear, distress, and nervousness Emotions Intense, relatively short-lived feelings MGMT 321 – Chapter 3

A Measure of Positive and Negative Mood at Work MGMT 321 – Chapter 3

Emotional Intelligence The ability to: Understand and manage one’s own moods and emotions And understand the moods and emotions of other people Assists in carrying out various roles Higher levels of EI result in better decision making MGMT 321 – Chapter 3

Organizational Culture Shared set of beliefs, expectations, values, norms, and work routines Influences: How organizational members relate to one another How organizational members work together to achieve organizational goals Attraction-Selection-Attrition MGMT 321 – Chapter 3

Factors Affecting Organizational Culture MGMT 321 – Chapter 3