MOB 4 Attitudes & Values

8/2/2019 MOB 4 Attitudes & Values

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Attitudes, Values, and Ethics

Reference Notes for Executive MBA - Academy of Management Studies

101. MANAGEMENT & ORGANISATIONALTHEORY


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Attitudes and Emotions

Attitudeshave three components:cognitive, affective, and behavioral. The cognitivecomponent refers to the knowledge or intellectual beliefs an

individual might have about an object.

The feeling or affectivecomponent refers to the emotion connected with thatobject.

The behavioralcomponent refers to how a person acts. All three componentsare interrelated.

People search for consistency among the components of an attitude.Reference Notes for Executive MBA - Academy ofManagement Studies


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Cognitive dissonanceis the situation inwhich the pieces of knowledge, information,attitudes, or beliefs held by an individual are

contradictory.

People search for ways to reduce internal conflicts when theyexperience a clash between the information they receive andtheir actions or attitudes.

Reference Notes for Executive MBA - Academy ofManagement Studies


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Emotions

Anemotionis a feeling such as anger,fear, joy, or surprise that underlies

behavior

Emotionshave three components: internal

arousal, expressive behavior, and acognitive appraisal.



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Emotions

Managing EmotionTo manage emotion well, managers should

create a friendly emotional climate by setting apositive example, including serving as a model ofhealthy emotional expression. Managers mightalso include a positive attitude as one factor in

selecting individuals and teams



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Emotional Labor

We regulate feelings and expressions tomeet organizational goals.

Surface acting is faked expressions.

Deep acting is controlling feelings. Emotional dissonanceis mismatch

between felt and expressed emotions

emotional exhaustion



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Attitudes and Job Satisfaction

Attitudes are linked to job satisfaction,the amount of pleasure or contentmentassociated with a job.

Workers will have high job satisfactionwhen they have positive attitudes toward

such job factors as the work itself,recognition, and the opportunity foradvancement.



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Job Satisfaction

One-half of (U.S.) workers have high jobsatisfaction.

Benefits, pay, job security rank high. Fun on the job leads to satisfaction. High job satisfaction correlates with

organizational performance. High organizational performance can leadto high job satisfaction.



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Consequences of Job Satisfaction

Among the consequences of high job satisfaction are: High productivity when the work involves people contact Loyalty to the company (important because of employee

retention) A stronger tendency to achieve customer loyalty Low absenteeism and turnover Less job stress and burnout Better safety performance Better life satisfaction



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Organizational Citizenship Behavior

A broader consequence of job satisfactionis that it contributes to organizationalcitizenship behavior, or the willingness

to work for the good of the organizationeven without the promise of a specificreward



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Organizational Citizenship Behavior(OCB)

Goes above and beyond call of duty. Satisfied workers may show OCB. Workers with service orientation and

empathy may engage in OCB. High OCB leads to low turnover, and

sometimes work/family conflict.



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OCB

Five key components of organizationalcitizenship behavior are:o conscientiousnesso altruismo civic virtueo courtesyo sportsmanship.

The good organizational citizen engages inextrarolebehavior



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VALUES

A value refers to the importance a personattaches to something that serves as aguide to action.

Reference Notes for Executive MBA - Academy of

Management Studies


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Values

Baby boomers more conservative and respectfulof authority

Generation X and Generation Y more team-oriented and tech savvy

Many values are learned through modeling andlistening

Employee-employer value fit leads to high

performance

Poor employee-employer value fit can lead toperson-role conflict.


Management Studies


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ETHICS

Ethics is the moral choices a personmakes, and what he or she should do.Ethics can also be regarded as the vehicle

that converts values into action.


Management Studies


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Ethical Decision Making Criteria

A standard way of understanding ethical decision-making isto understand the philosophical basis for making thesedecisions.Focus on consequences.According to this criterion, if nobody gets hurt, the decisionis ethical. Focusing on consequences is often referred to asutilitarian.


Management Studies


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Ethical Decision Making

Focus on the rights of individuals.

The theories underlying this approach are referredto as deontologicalfrom the Greek work deon, orduty.

A fundamental idea of deontology is that equalrespect must be given all individuals.


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Ethical Decision Making

Focus on integrity (virtue ethics).

If the person in question has good character, andgenuine motivation and intentions, he or she isbehaving ethically.The decision makers environment, or community,helps define what integrity means.


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Ethical Decision-MakingGuide

1. Gather the facts.2. Define the ethicalissues (e.g. lying, jobdiscrimination).3. Identify the affectedparties.4. Identify theconsequences.

5. Identify theobligations.6. Consider yourcharacter and integrity.7. Develop creativepotential actions.8. Check your intuition.


Management Studies


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Enhancing Ethical and SociallyResponsible Behavior

Leadership by example Written codes of ethical conduct Formal mechanisms for ethics problems Accepting whistle blowers Training in ethics and social responsibility Awareness of cross-cultural influences


Management Studies

MOB 4 Attitudes & Values

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