1. Attitudes, Values, Ethics, and Culture: The Manager as a Person3
Chapter
Attitudes, Values, Ethics, and Culture: The Manager as a Person

2. Learning Objectives After studying the chapter, you should be able to:
Describe the various personality traits that affect how people think, feel, and behave.
Explain what values, attitudes, and moods and emotions are and describe their impact our actions.
Explain what ethics and social responsibility is and why managers should strive make ethical decisions that support society.
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3. Personality Traits Personality Traits
Enduring tendencies to feel, think, and act in certain ways
Characteristics that influence how people think, feel and behave on and off the job
The personalities of managers account for the different approaches that managers adopt to management.
Traits are viewed as a continuum (from high to low) along which individuals fall.
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4. The Big Five Personality Traits
Extroversion
The tendency to experience positive emotions and moods and to feel good about oneself and the rest of the world
Managers high on this trait are sociable and friendly.
Negative Affectivity
The tendency to experience negative emotions and moods, to feel distressed, and to be critical of oneself and others
Managers high on this trait are often critical and feel angry with others and themselves.
Agreeableness
The tendency to get along well with other people
Managers high on this trait are likable, and care about others.
Conscientiousness
The tendency to be careful, scrupulous, and persevering
Openness to Experience
The tendency to be original, have broad interests, to be open to a wide range of stimuli, be daring, and take risks
Source:
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Figure 3.1

5. Keirsey’s 4 Temperaments
Extroversion (E)
Introversion (I)
Sensing (S)
Intuitive (N)
Feeling (F)
Thinking (T)
Based on the Meyers Briggs Personality Test. Simplified version with same results. This profile actually identifies temperament. Temperament is defined as a lifelong predisposition towards certain identifiable patterns of behavior. Temperament in interaction with circumstances give rise to character.
Theodore Roosevelt and William McKinley comparison story.
Your profile is based on the area you scored highest. Profile explanations are based on perfect scores. If your results fall in the middle or only slightly higher your personality profile may reflect a combination of styles.
This is an awareness exercise to help you see how different people are and interactions can become complicated when multiple personality types must work together.
Judging (J)
Perceiving (P)
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6. Different Drummers
If I do not want what you want, please try not to tell me that my want is wrong.
Or if I believe other than you, at least pause before you correct my view.
Of it my emotion is less than yours, or more, given the same circumstances, try not to ask me to feel more strongly or weakly.
Or yet if I act, or fail to act, in the manner of your design for action, let me be.
I do not, for the moment at least, ask you to understand me. That will come only when you are willing to give up changing me into a copy of you.
I may be your spouse, your parent, your offspring, your friend, or your colleague. If you will allow me any of my own wants, or emotions, or beliefs, or actions, then you open yourself, so that some day these ways of mine might not seem so wrong, and might finally appear to you as right -- for me. To put up with me is the first step to understanding me. Not that you embrace my ways as right, but that you are no longer irritated or disappointed with me for my seeming waywardness. And in understanding me you might come to prize my differences from you, and, far from seeking to change me, preserve and even nurture those differences.

7. Other Personality Traits…
Internal Locus of Control
External Locus of Control
Self-Esteem
Need for Achievement
Need for Affiliation
Need for Power
The tendency to locate responsibility for one’s own fate within oneself
People believe they are responsible for their fate and see their actions as important to achieving goals.
Self-Esteem
The degree to which people feel good about themselves and their abilities
High self-esteem causes a person to feel competent, and capable.
Persons with low self-esteem have poor opinions of themselves and their abilities.
Need for Achievement
The extent to which an individual has a strong desire to perform challenging tasks well and meet personal standards for excellence
The tendency to locate responsibility for one’s fate within outside forces and to believe that one’s own behavior has little impact on outcomes
People believe external forces decide their fate and their actions make little difference.
Need for Affiliation
The extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having other people get along
Need for Power
The extent to which an individual desires to control or influence others
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8. So What?
Understanding your personality or temperament will help guide your life decisions:
relationships
careers/jobs
work habits
Understanding and accepting differences will make you a better person, leader, parent, spouse,and manager.
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9. Values, Attitudes, and Moods and Emotions
Describe what managers try to achieve through work and how they think they should behave
Terminal
Instrumental
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10. Terminal and Instrumental Values
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.
Value System
The terminal and instrumental values that are the guiding principles in an individual’s life.
Source: Rokeach, The Nature of Human Values (New York: Free Press, 1973).
Figure 3.3
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11. Attitudes & Moods Attitudes: collection of feelings about something.
Job Satisfaction
Organizational Commitment
Moods: encompass how a manager feels while managing.
Satisfaction tends to rise as manager moves up in the organization.
Organizational Citizenship Behaviors: actions not required of managers but
Job Satisfaction: feelings about a worker’s job.
Organizational Commitment: beliefs held by people toward the organization as a whole.
Committed managers are loyal and proud of the firm.
Commitment can differ around the world which help advance the firm. Managers with high satisfaction perform these “extra mile” tasks.
Managers need to realize how they feel affects how they treat others and how others respond to them.
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12. Emotional Intelligence
The ability to understand and manage one’s own moods and emotions and the moods and emotions of other people.
Assists managers in coping with their own emotions.
Helps managers carry out their interpersonal roles of figurehead, leader, and liaison.
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13. Ethics and Stakeholders
Organizational Stakeholders
Shareholders
Employees
Customers
Suppliers
Government
Community
And others who have an interest, claim, or stake in an organization and in what it does
Each group of stakeholders wants a different outcome and managers must work to satisfy as many as possible.
Managers have the responsibility to decide which goals an organization should pursue to most benefit stakeholders—decisions that benefit some stakeholder groups at the expense of others.
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14. Ethics Decision Models
Moral principles or beliefs about what is right or wrong
Utilitarian Model
Moral Rights Model
Justice Model
Ethics guide managers in their dealings with stakeholders and others when the best course of action is unclear.
Managers often experience an ethical dilemma in choosing between the conflicting interests of stakeholders.
Utilitarian Model
An ethical decision is one that produces the greatest good for the greatest number of people.
Moral Rights Model
An ethical decision is one that best maintains and protects the fundamental rights and privileges of the people affected by it.
Justice Model
An ethical decision is one that distributes benefits and harms among stakeholders in a fair, equitable, or impartial way.
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15. Ethics Test
If a manager makes a decision falling within usual standards, is willing to personally communicate the decision to stakeholders, and believes friends [family] would approve, then it is likely an ethical decision.
If the answer to this is yes, you have an ethical decision. If this is not likely to happen you most likely have an unethical decision.
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16. Sources of An Organization’s Code of Ethics
Societal Ethics
Standards that govern how members of a society are to deal with each other on ethical issues
Based on values and standards found in society’s legal rules, norm, and mores
Codified in the form of laws and societal customs
Ethical norms dictate how people should behave.
Societal ethics vary among societies.
Strong beliefs in one country may differ elsewhere.
Payment of bribes, an illegal act in the U. S., is an accepted business practice in many countries.
Professional ethics
Standards that govern how members of a profession are to make decision when the way they should behave is not clear-cut
Physicians and lawyers have professional associations that enforce these.
Individual ethics
Personal standards that govern how individuals are to interact with other people
Influenced by family, upbringing in general, and life experiences
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Figure 3.7

17. Why Behave Ethically? To avoid harming others.
Managers are responsible for protecting and nurturing resources in their charge.
Unethical managers run the risk for loss of reputation.
This is a valuable asset to any manager!
Reputation is critical to long term management success.
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18. Social Responsibility
A manager’s duty or obligation make decisions that promote the welfare and well-being of stakeholders and society as a whole.
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19. Approaches to Social Responsibility
Obstructionist response
Managers choose not to be socially responsible.
They behave illegally and unethically; hiding and covering up problems.
Defensive response
Managers stay within the law but make no attempt to exercise additional social responsibility.
Managers place shareholder interests above those of all other stakeholders.
Managers argue that society should pass laws and create rules if change is needed.
Accommodative response
Managers acknowledge the need to support social responsibility and try to balance the interests of different stakeholders against one another.
Proactive response
Managers actively embrace the need to behave in socially responsible ways and go out of their way to learn about needs of different stakeholders.
They are willing to utilize organizational resources for both stockholders and stakeholders.
Source:
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Figure 3.8

20. Conclusion
Our interpersonal interactions with people are greatly effected by our personalities, values, attitudes and moods.
Each person is different; we must be aware of differences and manage accordingly.
All managers and organizations have an obligation to behave ethically and with social responsibility.
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