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Attitudes, Values, and Culture: The Manager as a Person
MOODS & EMOTIONS PERSONALITY TRAITS ORGANIZATIONAL CULTURE 4 Chapter Attitudes, Values, and Culture: The Manager as a Person
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Learning Outcomes After studying the chapter, you should be able to:
Describe the various personality traits that affect how managers think, feel, and behave. Explain what values, attitudes, moods and emotions are. Identify the characteristics of organizational culture. Identify the impact that have on operations in terms of relationships between managers and others. Develop an understanding of how to use personality traits, values, attitudes, moods, emotions and culture to create a high performance organization.
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Chapter Outline Enduring Characteristics: Personality Traits
The Big Five Personality Traits Other Personality Traits that Affect Managerial Behavior Values, Attitudes, Moods and Emotions Values: Terminal and Instrumental Attitudes Moods and Emotions Emotional Intelligence
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Chapter Outline (cont’d)
Organizational Culture How Managers Influence Organization Culture Ethical Organizational Cultures Values and Norms: Creating a Strong Culture Culture and Managerial Action Summary and Review
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Enduring tendencies to feel, think and act in certain ways
PERSONALITY TRAITS VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE Personality Traits Enduring tendencies to feel, think and act in certain ways influence how people think, feel and behave account for the different approaches that managers adopt to management. viewed as a continuum (from high to low) along which individuals fall.
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THE BIG FIVE PERSONALITY TRAITS
VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE THE BIG FIVE PERSONALITY TRAITS Extraversion I Negative Affectivity II Agreeableness III LOW High Conscientiousness IV Openness to Experience V Figure 4.1
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THE BIG FIVE PERSONALITY TRAITS
VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE THE BIG FIVE PERSONALITY TRAITS 1.Extraversion The tendency to experience positive emotions, moods and to feel good about oneself and the rest of the world Managers high on this trait are sociable and friendly. 2.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.
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THE BIG FIVE PERSONALITY TRAITS
VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE THE BIG FIVE PERSONALITY TRAITS 3.Agreeableness The tendency to get along well with other people Managers high on this trait are likable, and care about others. 4.Conscientiousness The tendency to be careful, scrupulous, and persevering 5.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
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OTHER PERSONALITY TRAITS
VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE OTHER PERSONALITY TRAITS Successful managers vary widely on the “Big Five”. It is important to understand these traits since it helps explain a manager’s approach to planning, leading, organizing, etc. Managers should also be aware of their own style and try to tone down problem areas.
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OTHER PERSONALITY TRAITS…
VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE OTHER PERSONALITY TRAITS… Internal Locus of Control 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 achieve goals. External Locus of Control The tendency to locate responsibility for one’s fate within outside forces and to believe that one’s own behaviour has little impact on outcomes People believe external forces decide their fate and their actions make little difference.
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OTHER PERSONALITY TRAITS…
VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE OTHER PERSONALITY TRAITS… 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
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OTHER PERSONALITY TRAITS…
VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE OTHER PERSONALITY TRAITS… 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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Values Attitudes Moods and Emotions
PERSONALITY TRAITS VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE Values 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
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VALUES Terminal Values Instrumental Values Value System
PERSONALITY TRAITS VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE 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.
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TERMINAL & INSTRUMENTAL VALUES
PERSONALITY TRAITS VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE TERMINAL & INSTRUMENTAL VALUES - A comfortable life - A sense of accomplishment - A world at peace - A world of beauty - Equality - Family security - Freedom - Happiness - Inner harmony - Mature love - Ambitious - Broad- minded - Capable - Cheerful - Clean - Courageous - Forgiving - Helpful - Honest - Imaginative Figure 4.3
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TERMINAL & INSTRUMENTAL VALUES
PERSONALITY TRAITS VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE TERMINAL & INSTRUMENTAL VALUES - Independent - National Security - Intellectual - Pleasure - Logical - Salvation - Loving - Self-respect - Obedient - Social recognition - Polite - True Friendship - Responsible - Wisdom - Self- controlled Figure 4.3
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VALUES Attitudes Job Satisfaction
PERSONALITY TRAITS VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE VALUES Attitudes A collection of feelings and beliefs. Job Satisfaction A collection of feelings and beliefs that managers have about their current jobs. Managers high on job satisfaction have a positive view of their jobs. Levels of job satisfaction tend increase as managers move up in the hierarchy in an organization.
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ATTITUDES Organizational Citizenship Behaviors
PERSONALITY TRAITS VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE ATTITUDES Organizational Citizenship Behaviors Behaviors that are not required of organizational members but that help the firm in gaining a competitive advantage. Managers with high satisfaction are more likely perform these “above and beyond the call of duty” behaviours. Managers who are satisfied with their jobs are less likely to quit.
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ATTITUDES… Organizational Commitment
PERSONALITY TRAITS VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE ATTITUDES… Organizational Commitment The collection of feelings and beliefs that managers have about their organization as a whole Committed managers are loyal to and are proud of their firms. Commitment can lead to a strong organizational culture. Commitment helps managers perform their figurehead and spokesperson roles. The commitment of international managers is affected by job security and personal mobility.
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MOODS & EMOTIONS Mood A feeling or state of mind
PERSONALITY TRAITS VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE MOODS & EMOTIONS Mood A feeling or state of mind Positive moods provide excitement, elation, and enthusiasm. Negative moods lead to fear, distress, and nervousness. Affected by current situations and a person's basic outlook. 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. Emotions are intense, short-lived feelings
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1. Active 7. Enthusiastic 2. Distressed 8. Fearful 9. Peppy 3. Strong
PERSONALITY TRAITS VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE A MEASURE OF POSITIVE & NEGATIVE MOOD AT WORK 1.Very slightly 2.A little 3.Moderate 4.Quite a bit 5.Very much 1. Active 7. Enthusiastic 2. Distressed 8. Fearful 9. Peppy 3. Strong 4. Excited 10. Nervous 11. Elate 5. Scornful 6. Hostile 12. Jittery Figure 4.6
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EMOTIONAL INTELLIGENCE
PERSONALITY TRAITS VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE EMOTIONAL INTELLIGENCE 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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Organizational Culture
PERSONALITY TRAITS VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE Organizational Culture The set of shared values, norms, standards for behaviour, and shared expectations that influence the way in which individuals, groups, and teams interact with each other and cooperate to achieve organizational goals.
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Attraction-Selection-Attrition Framework
PERSONALITY TRAITS VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE Attraction-Selection-Attrition Framework A model that explains how personality may influence organizational culture. Founders of firms tend to hire employees whose personalities that are to their own, which may or may not benefit the organization over the long-term. Manager’s values, attitudes, moods and emotions and emotional intelligence shape organizational culture.
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ETHICAL ORGANIZATIONAL CULTURES
PERSONALITY TRAITS VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE ETHICAL ORGANIZATIONAL CULTURES Components of an Ethical Culture Ethical values and norms are a central component of the organizational culture A code of ethics guides decisions when ethical decisions arise. Managers serve as ethical role models
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ETHICAL ORGANIZATIONAL CULTURES
PERSONALITY TRAITS VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE ETHICAL ORGANIZATIONAL CULTURES Corporate Affairs A department that monitors an organization’s practices and procedures to ensure they are ethical. Communicate ethical standards Design systems to monitor compliance Teaching how to respond to dilemmas Provide ways to report unethical behaviour without fear of retribution Provide guidance when ethics are uncertain
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VALUES & NORMS Values Norms
PERSONALITY TRAITS VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE VALUES & NORMS Values Beliefs and ideas about the kinds of goals members of a society should pursue and about the kinds and modes of behaviour people should use to achieve those goals. Norms Unwritten, informal rules or guidelines that prescribe appropriate behaviour in particular situations. Emerge from values Having norms and values that are suited to the organization’s environment is important.
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CREATING A STRONG ORGANIZATIONAL CULTURE
PERSONALITY TRAITS VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE CREATING A STRONG ORGANIZATIONAL CULTURE Values of the founder Ceremonies & Rites ORGANIZATIONAL CULTURE Socialization Stories & Languages Figure 4.7
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CREATING ORGANIZATIONAL CULTURE
PERSONALITY TRAITS VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE CREATING ORGANIZATIONAL CULTURE Values of the Founder Initial values are critical as founders hire their first set of managers. Founders are likely to hire those who share their vision which evolves eventually into the culture of the firm.
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CREATING ORGANIZATIONAL CULTURE
PERSONALITY TRAITS VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE CREATING ORGANIZATIONAL CULTURE Organizational Socialization The process by which newcomers learn an organization’s values and norms and acquire the work behaviours necessary to perform jobs effectively. Newcomers learn not only because “they have to” but because they want to in order to “fit in.” Organizational behaviour, expectations, and background is presented.
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CREATING ORGANIZATIONAL CULTURE
PERSONALITY TRAITS VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE CREATING ORGANIZATIONAL CULTURE Ceremonies and Rites Formal events that focus on important incidents. Rite of passage: denoting how employees’ enter, advance or leave the organization. Rite of integration: building common bonds with annual office parties and outings or celebrations for meeting organizational performance goals. Rites of enhancement: enhancing worker commitment to values through promotion ceremonies and awards dinners.
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ORGANIZATIONAL RITES TRAITS
PERSONALITY TRAITS VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE ORGANIZATIONAL RITES TYPE OF RITE EXAMPLE OF RITE PURPOSE OF RITE + Rite of Passage Induction & basic Learn & training internalize norms & values + Rite of integration Office Christmas party + Build common norms & values + Rite of enhancement + Presentation of Motivate commitment annual award to norms & values
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CREATING ORGANIZATIONAL CULTURE
PERSONALITY TRAITS VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE CREATING ORGANIZATIONAL CULTURE Stories and Language Organizations repeat the stories of founders or significant events in the firm’s history to communicate the values and norms for behaviours that are valued by the organization Show workers how to act and what to avoid. Stories often have a hero that workers can mimic. Many firms have unique dress codes and use jargon in their internal communications that only their employees understand.
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CULTURE & MANAGERIAL ACTION
PERSONALITY TRAITS VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE CULTURE & MANAGERIAL ACTION Culture affects the functions of management. Planning In innovative firms, the culture will encourage all managers to participate. In conservative firms, the focus will be on the formal process rather than the decision. Organizing Innovative firms have organic, flexible structures that are most likely very flat with delegated, decentralized authority.
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CULTURE & MANAGERIAL ACTION
PERSONALITY TRAITS VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE CULTURE & MANAGERIAL ACTION Culture affects the functions of management (cont’d) Leading Flexible, open organizations encourage leading by example; top managers take risks and trust lower managers. Controlling Innovative firms choose types of controls that match their structure and foster new ideas and organizational cooperation.
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SUMMARY TRAITS VALUES, ATTITUDES, ORGANIZATIONAL CULTURE MOODS &
PERSONALITY TRAITS VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE SUMMARY
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THE END TRAITS VALUES, ATTITUDES, ORGANIZATIONAL CULTURE MOODS &
PERSONALITY TRAITS VALUES, ATTITUDES, MOODS & EMOTIONS ORGANIZATIONAL CULTURE THE END
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