3-1 The Manager as a Person Chapter 3

3-2 Learning Objectives 1. Define attitudes, including their major components. 2. Discuss the importance of work-related attitudes. 3. Identify big five personality traits and describe how personality can influence workplace behaviors. 4. Define the four components of emotional intelligence and explain why they are important for today’s managers. 5. Define organizational culture and the factors that maintain and transmit organizational culture

3-3 What is an attitude? – a collection of feelings or beliefs which predispose us to act in a positive or negative way toward something or someone. You can’t ever see or touch an attitude – we infer attitudes from behavior or what people say What is an Attitude?

3-4 Components of Attitudes  Cognitive component includes the beliefs, opinions, and information the person has about the object of the attitude. “My job is repetitive.” “It is important to care for others” “Good grades will give me a competitive advantage”

3-5 Components of Attitudes  Affective component is the person’s emotions or feelings about the object of the attitude. “I hate doing the same thing day after day.” “I’m feel good when I am helping the community.” “I’m glad to be in school.”

3-6 Components of Attitudes  Behavioral component of an attitude is the person’s intention to act in a certain way toward the object of the attitude. “I think I’ll take a sick day and stay home today.” “I am going to volunteer for City Clean-up Day.” “I am going to class every day.”

3-7 High Performance Work Attitudes Why should organizations be concerned about the components of attitudes? Attitudes may be linked to behavior – attitudes result in intended behavior but person may not always carry out intentions Behaviors which organizations are concerned with include productivity, organizational citizenship, turnover, absenteeism Generally, if one component of the attitude is changed (cognitive, affective, behavioral) may contribute to overall change in attitude.

3-8 High Performance Work Attitudes Two attitudes that may relate to performance are: 1. Job satisfaction. Employee has a positive attitude toward his/her job. Satisfied employees have less turnover and absenteeism Links with productivity are less clear - may vary according to amount of control in the job the employee has, attitudes toward workloads 2. Organizational commitment. Loyalty and heavy involvement in organization Committed employees have less turnover and absenteeism

3-9 Personality Factors Personality is a set of enduring characteristics that influence how you think, feel and behave. In looking at research across many studies, personality traits have been summarized into five general dimensions. A person can have a low, moderate, or high degree of each of these five dimensions

3-10 The Big Five Personality Traits

3-11 The Big Five Personality Factors  Extroversion High - outgoing, social, assertive with other people Low – less inclined toward social interactions  Negative Affectivity High - feel distressed, often feel angry, critical of self and others Low - calm, unworried, less critical of others and self

3-12 The Big Five Personality Factors  Agreeableness High – likable, trusting, cooperative Low – distrustful of others, unsympathetic, uncooperative  Conscientiousness High – dependable, persistent, organized Low - lack direction and self-discipline  Openness to Experience High – have broad interests, take risks, imaginative Low - less likely to take risks

3-13 Personality and Job Performance Conscientiousness - small positive impact on job performance. People describing themselves as dependable and persistent have better job performance. Negative Affectivity - small positive impact on job performance. People who are calm, secure and have low anxiety tend to perform better. Extroversion - related to performance in managerial jobs and sales positions (again small positive impact) Agreeableness - may contribute to performance in customer service positions (again small).

3-14 Emotional Intelligence Emotional Intelligence is the ability to understand and manage one’s own moods and emotions and the moods and emotions of other people Emotional Intelligence can be learned and developed.

3-15 Dimensions of Emotional Intelligence Self-awareness Self Management Social Skills Social Awareness

3-16 Emotional Intelligence and Job Performance Self-Awareness  Capitalize on your strengths  Work on improving your weaknesses  Understand the consequences of the emotions you display  Understand what or who triggers your emotions  Maintain a sense of humor about yourself  Recognize and identify your feelings

3-17 Emotional Intelligence and Job Performance Self-Management  Think before you act  Able to control impulses  Stay poised and positive in difficult situations

3-18 Emotional Intelligence and Job Performance Empathy  Sensitive and understanding of other’s people’s feelings  Have good listening skills  Can read other’s moods  Respect and relate well to people who are different from you

3-19 Emotional Intelligence and Job Performance Social Skills  Interact with others in a positive and productive manner  Find areas of common interest and build rapport with people you meet  Treat others with compassion and respect

3-20 Emotional Intelligence and Job Performance Emotional intelligence seems to be important for jobs which have higher amounts of social interaction such as managers. Some organizations implementing programs to build emotional intelligence have found increased effectiveness in employees and teams

3-21 Individual’s Personality and Work-Related Attitudes and Behaviors  Locus of Control The degree to which people believe the they have control over what happens to them Internal locus of control – Believe they are responsible for their own fate. Place the primary responsibility for success or failure within themselves. Expect that working hard leads to good performance External locus of control – Believe their lives are controlled by outside forces (luck or chance)

3-22 Locus of Control Easier to motivate because rewards are a result of their own behavior. Independent and achievement-oriented May feel helpless to change things. Less involved in their jobs. Likely to blame others or situation for poor performance. InternalExternal

3-23 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 Organizations differ in the strength of their organizational cultures.

3-24 Organizational Culture

3-25 Organizational Culture Values of the Founder Founders and top management tend to hire employees who share their values and organizational goals In turn, these employees transmit these values to their subordinates

3-26 Organizational Culture Socialization Process in which new people in the organization learn the values, norms and work behaviors of the organization

3-27 Organizational Culture Ceremonies and Rites Special events which recognize incidents of importance

3-28 Organizational Culture Stories and Language Stories – either fact or fiction to provide examples of values and norms Heroes – person who demonstrates values, norms and attributes of culture Slogans – Phrase which expresses key corporate value