Presentation Chapter 3.ppt · • Personality traitsrefer to long-lasting characteristics that...

1

CHAPTER 3

Values, Attitudes, Emotion, and Culture

LEARNING OBJECTIVES

• To describe the personality characteristics that affect howmanagers think,think, feel,feel, && behavebehave..managers think,think, feel,feel, && behavebehave..

• To explain what values,values, attitudes,attitudes, moods,moods, andand emotionsemotionsare & to describe howhow they influence managerial action.

• To definedefine organizationalorganizational cultureculture and explain the rolemanagers play in creating it.

• To explain why managers shouldshould aimaim atat creatingcreating ethicalethicalorganizationalorganizational culturescultures

MGT-101 Yiannos Rossides2

organizationalorganizational culturescultures.

2

1. The Big Five Personality Traits

• As you know all people have different personalities that affect the ways of viewingthings and influence their daily lives. Today we will see the manager as a human being,as a person. We will specifically examine how managers’ values, attitudes and moodsaffect and shape organizational ethics and cultureaffect and shape organizational ethics and culture.

- It is important to understand these different personalities because managers influenceor often determine their behavior and their approach in managing people andresources.

• Personality traits refer to long-lasting characteristics that influence how people think,feel, and act in certain ways.

- A person’s personality is composed of five general traits (also called the big fivepersonality traits): Extraversion, Negative affectivity, Agreeableness, conscientiousnessand openness to experience.

A. Extraversion refers to the predisposition to experience positive emotions and moods andto feel good about oneself and the rest of the world. >> extraverts: sociable,affectionate o tgoing f iendl // Int o e ts less inclined to a d social inte action


affectionate, outgoing, friendly // Introverts: less inclined toward social interaction,lower positive outlook.

B. Negative Affectivity refers to the tendency to feel negative emotions and moods, to feelworried and to be critical of oneself and others. >> high: angry, dissatisfied,complaining a lot // low: less pessimistic, less critical

C. Agreeableness refers to the inclination to get along well with other people. >> high:likeable, affectionate, caring // low: distrustful, unsympathetic, uncooperative, sometimes antagonistic

1. The Big Five Personality Traits

D. Conscientiousness refers to the tendency to be careful, scrupulous(conscientious, thorough), and persevering (persistent). >> high:organized self disciplined // low: lack direction lack of self disciplineorganized, self-disciplined // low: lack direction, lack of self-discipline.

E. Openness to Experience refers to the predisposition to be original, tohave broad interests, to be open to a wide range of stimuli (incentives),to be daring and take risks. >> high: innovative, take risks in planning,decision making // low: less prone to take risks, more conservative.

•• SuccessfulSuccessful managersmanagers varyvary widelywidely onon thethe “Big“Big Five”Five”.. It is important to understand these traits since it helps explain a manager’s approach


p p p g ppto planning, leading, organizing, etc.

Successful managers occupy a variety of positions on the Big Five personality – traitscale. Managers can have a combination of all these big five personality traits. Forexample, one may be high extraversion and negative affectivity and low on the others,etc.

Managers should also be aware of their own style and try to tone down problemareas.

3

Fig. 3.1 The Big Five Personality Traits



4

Fig. 3.3 A measure ofA measure of

Negative Affectivity


Source: Tellegen, Brief Manual for the Differential Personality Questionnaire (unpublished

manuscript, University of Minnesota, 1982).

2. Other Personality Traits that Affect Managerial Behavior

A.A. LocusLocus ofof ControlControl refers to the inclination about how much control one has overwhat happens to and around him. (internal v. external locus of control) Internal:believe that they are responsible for their own fate // External: believe that otherforces are responsible for what happens to them Their own behavior has noforces are responsible for what happens to them. Their own behavior has noimpact on outcomes. Which one of these two should a manager have?

B.B. SelfSelf--esteemesteem is the degree to which people feel good about themselves and theircapabilities. >> high: competent, deserving, capable of handling most situations// low: poor opinions about themselves, unsure. Which one of these twoshould a manager have?

C.C. ii.. NeedNeed forfor AchievementAchievement refers to the extend to which an individual has a strongdesire to perform challenging tasks well and to meet personal standards forexcellence. Achievers set goals for themselves and like to receive performancefeedback. >> High on Achievement and power >> first-line and middle managers// High on power for top-level managers


// g p p giiii.. NeedNeed forfor AffiliationAffiliation refer to the extend to which and individual is concernedabout establishing and maintaining good interpersonal relations, being liked, andhaving other people around them get along with each other. >> High onaffiliation might not be desirable for managers.iiiiii.. NeedNeed forfor powerpower is the extend to which an individual desires to control orinfluence others.

5

3. Values, Attitudes, Moods & Emotions

• Values:: Describe what managers try to achieve through work and how they think theyshould behave.

• Attitudes:: Capture managers’ thoughts and feelings about their specific jobs andorganizations.g

• Moods and Emotions:: Encompass how managers actually feel when they are managing.• Answers to questions such as:

What are managers trying to achieve? How do they think they should behave? What do they think about their jobs and their organizations? How do they actually feel at work? Can be found by examining and analyzing managers’ values, attitudes and moods.

• A. Values• Terminal Values:: A personal conviction about life-long goals

A f li h t lit d lf t


A sense of accomplishment, equality, and self-respect. Terminal values often lead to the formation of norms which are informal rules of conduct for

behaviors considered important by most members of a group, such as behaving honestly orcourteously.

• Instrumental Values:: A personal conviction about desired modes of conduct or ways ofbehaving

Being hard-working, broadminded, capable.• Value System:: The terminal and instrumental values that are the guiding principles in an

individual’s life.

Fig. 3.4 Terminal & Instrumental Values

• These values determine a person’s value system. If a person ranks firstthe terminal and then the instrumental values from 1 (the most important)to 18 (the least important), they can have a good picture of their valuesystems.


Source: Rokeach, The Nature of Human Values (New York:

Free Press, 1973).

6


B. Attitudes A collection of feelings and beliefs.

•• JobJob SatisfactionSatisfaction A collection of feelings and beliefs that managers have about their current jobs >> High: positive view A collection of feelings and beliefs that managers have about their current jobs. >> High: positive view

of their jobs, like their jobs, they think they are treated fairly etc. >> Levels of job satisfaction tend toincrease as managers move up in the hierarchy in an organization.

Managers is better to be satisfied with their jobs for the following two reasons:a)a) OrganizationalOrganizational CitizenshipCitizenship BehaviorsBehaviors Behaviors that are not required of organizational members but that help the firm in gaining a

competitive advantage.i. Managers with high satisfaction are more likely perform these “above and beyond the call of duty”

behaviors.ii. Managers who are satisfied with their jobs are less likely to quit.

b)b) OrganizationalOrganizational CommitmentCommitment


b)b) OrganizationalOrganizational CommitmentCommitment 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.

Fig. 3.5: Sample Items from Two Measures of Job Satisfaction


Source: R.B. Dunham and J. B. Herman, “ Development of a

Female Face Scale for Measuring Job Satisfaction.” Journal of

Applied Psychology 60 (1975): 629–31.

7

Fig. 3.6: A Measure of Organizational Commitment


Source: L. W. Porter and F. J. Smith, “Organizational Commitment Questionnaire,” in J. D. Cook, S. J. Hepworth, T. D. Wall, and P. B. Warr, eds., The Experience of Work: A Compendium and Review of 249 Measures and Their Use(New York: Academic Press, 1981), 84–86.


C. Mood A feeling or state of mind A manager’s mood affects their treatment of others and how others respond to A manager s mood affects their treatment of others and how others respond to

them. Positive moods provide excitement, and enthusiasm. Negative moods lead to fear, distress, and nervousness. Current situations and a person's basic outlook affect a person’s current mood. Subordinates perform better and relate better to managers who are in a positive

mood. EmotionsEmotions are another kind of feelings, are more intense than moods, and are

generally more short lived


generally more short-lived.•• EmotionalEmotional IntelligenceIntelligence

The ability to understand and manage one’s own moods and emotions and themoods 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.

8

Fig. 3.7: A Measure of Positive and Negative Mood at Work


Source: A. P. Brief, M. J. Burke, J. M. George, B.

Robinson, and J. Webster, “ Should Negative Affectivity Remain an Unmeasured

Variable in the Study of Job Stress?” Journal of Applied

Psychology 73 (1988): 193–98.

4. Organizational Culture

HowHow managersmanagers influenceinfluence OrganizationalOrganizational CultureCulture Often the founder’s personal characteristics play an important role in the creation of

organizational culture.g•• OrganizationalOrganizational CultureCulture

The set of shared values, norms, standards for behavior, and shared expectations thatinfluence the way in which individuals, groups, and teams interact with each other andcooperate to achieve organizational goals.

• When organizational members share an intense commitment tocultural values, beliefs, and routines a strong organizational cultureexists.

• When members are not committed to a shared set of values, beliefs,and routines, organizational culture is weak.


and routines, organizational culture is weak. AttractionAttraction--SelectionSelection--AttritionAttrition (ASA)(ASA) FrameworkFramework

A model that explains how personality may influence organizational culture. Developed toexplain the role that founders’ personal characteristics play in determining theorganizational culture.

Founders of firms tend to hire employees whose personalities that are to their own, whichmay or may not benefit the organization over the long-term.

9

Role of Values and Norms in Organizational Culture

• Terminal values – signify what anorganization and its employees are trying toorganization and its employees are trying toaccomplish

• Instrumental values – guide the ways inwhich the organization and its membersachieve organizational goalsM d t i d h


• Managers determine and shapeorganizational culture through the kinds ofvalues and norms they promote in anorganization

A. Values of the Founder Initial values are critical as founders hire their first set of managers.

Founders are likely hire those who share their vision which evolves eventually into the

Factors Affecting Organizational Culture

y yculture of the firm.

B. Socialization: Organizational socialization – process by which newcomer’slearn an organization’s values and norms and acquire the work behaviorsnecessary to perform jobs effectively

Newcomers learn not only because “they have to” but because they want to in orderto “fit in.”

Organizational behavior, expectations, and background is presented.C. Ceremonies and Rites: Formal events that recognize incidents of importance

to the organization as a whole and to specific employees Rit f d t i h i di id l t d ithi l th


Rites of passage – determine how individuals enter, advance within, or leave theorganization

Rites of integration – build and reinforce common bonds among organizational members,i.e. through annual office parties and outings or celebrations for meeting organizationalperformance goals

Rites of enhancement – let organizations publicly recognize (i.e. through promotionceremonies and awards dinners) and reward employees’ contributions and thus strengthentheir commitment to organizational values

10

D. Stories and Language: Organizations repeat the stories of founders or significant events in

the firm’s history to communicate the values and norms for


the firm s history to communicate the values and norms forbehaviors that are valued by the organization

Show workers how to act and what to avoid.

Includes how people dress, the offices they occupy, the carsthey drive, and the degree of formality they use when theyaddress one another

Review Questions


Review Questions1. Define the big five personality traits. 2. Define values and its types using examples where appropriate

to support your answer.



Presentation Chapter 3.ppt · • Personality traitsrefer to long-lasting characteristics that...

Documents

Transcript of Presentation Chapter 3.ppt · • Personality traitsrefer to long-lasting characteristics that...