Personality Traits
• Personality traits
– Manager’s personalities
influence their behavior and
their approach to managing
people and resources
©McGraw-Hill Education.
Big Five Personality Traits
• Personality traits
that enhance
managerial
effectiveness in
one situation may
actually impair it
in another
Jump to Appendix 1 for description
©McGraw-Hill Education.
Big Five Personality Traits
• Extraversion
– Tendency to experience positive emotions and
moods and feel good about oneself and the rest of
the world
• Negative affectivity
– Tendency to experience negative emotions and
moods, feel distressed, and be critical of oneself
and others
©McGraw-Hill Education.
Big Five Personality Traits
• Agreeableness
– Tendency to get along well with others
• Conscientiousness
– Tendency to be careful, scrupulous, and
persevering
• Openness to experience
– Tendency to be original, have broad interests, be
open to a wide range of stimuli, be daring and
take risks
©McGraw-Hill Education.
Other Personality Traits That Affect
Managerial Behavior
• Internal locus of control
– Belief that you are responsible for your own fate
– Own actions and behaviors are major and decisive
determinants of job outcomes
©McGraw-Hill Education.
Other Personality Traits That Affect
Managerial Behavior
• Self-esteem
– The degree to which people feel good
about themselves and their capabilities
• High self-esteem causes a person to
feel competent, deserving and
capable.
• Persons with low self-esteem have
poor opinions of themselves and are
unsure about their capabilities.
©McGraw-Hill Education.
Other Personality Traits That Affect
Managerial Behavior
• Need for achievement
– strong desire to perform challenging
tasks well and to meet standards for
excellence
• Need for power
– desires to control or influence others
• Need for affiliation
– concerned about establishing and
maintaining good interpersonal
relations
©McGraw-Hill Education.
Values, Attitudes, and
Moods and Emotions
• 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
©McGraw-Hill Education.
Organizational Commitment
Believe in what their organizations are doing
Proud of what their organizations stand for
More likely to go above and beyond the call of duty
Less likely to quit
©McGraw-Hill Education.
Emotional Intelligence
• Emotional intelligence
– The ability to understand and manage one’s own
moods and emotions and the moods and
emotions of other people
– Helps managers carry out their interpersonal roles
of figurehead, leader, and liaison
©McGraw-Hill Education.
Organizational Culture
• Organizational culture
– The shared set of beliefs, expectations, values,
norms, and work routines that influence how
individuals, groups, and teams interact with one
another and cooperate to achieve organizational
goals
– Managers determine and shape organizational
culture through the kinds of values and norms
they promote in an organization
©McGraw-Hill Education.
The Role of Values and Norms
in Organizational Culture
Figure 3.6 Factors That Maintain and
Transmit Organizational Culture
©McGraw-Hill Education.
Socialization
• Organizational socialization
– Process by which newcomer’s learn an
organization’s values and norms and
acquire the work behaviors necessary
to perform jobs effectively
• Ceremonies and rites
– Formal events that recognize incidents
of importance to the organization as a
whole and to
specific employees
©McGraw-Hill Education.
CHAPTER 3
Values, Attitudes, Emotions,
and Culture: The Manager
as a Person
©McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
Learning Objectives
1. Describe the various personality traits that affect how
managers think, feel, and behave.
2. Explain what values and attitudes are, and describe
their impact on managerial action.
3. Appreciate how moods and emotions influence all
members of an organization.
4. Describe the nature of emotional intelligence and its
role in management.
5. Define organizational culture, and explain how
managers both create and are influenced by
organizational culture.
©McGraw-Hill Education.
Personality Traits
• Personality traits
– Particular tendencies to feel, think, and act in
certain ways that can be used to describe the
personality of every individual
• Manager’s personalities influence their behavior
and their approach to managing people and
resources
©McGraw-Hill Education.
Big Five Personality Traits (1 of 6)
Manager’s personalities can be described by determining which point on
each of the following dimensions best characterizes the manager in
question.
Jump to Appendix 1 for description
©McGraw-Hill Education.
Big Five Personality Traits (2 of 6)
• Personality traits that enhance managerial
effectiveness in one situation may actually
impair it in another
©McGraw-Hill Education.
Big Five Personality Traits (3 of 6)
• Extraversion
– Tendency to experience positive emotions and
moods and feel good about oneself and the rest of
the world
©McGraw-Hill Education.
Big Five Personality Traits (4 of 6)
• Negative affectivity
– Tendency to experience negative emotions and
moods, feel distressed, and be critical of oneself
and others
©McGraw-Hill Education.
Big Five Personality Traits (5 of 6)
• Agreeableness
– Tendency to get along well with others
• Conscientiousness
– Tendency to be careful, scrupulous, and
persevering
©McGraw-Hill Education.
Big Five Personality Traits (6 of 6)
• Openness to experience
– Tendency to be original, have broad interests, be
open to a wide range of stimuli, be daring and
take risks
©McGraw-Hill Education.
Other Personality Traits That Affect
Managerial Behavior (1 of 5)
• Internal locus of control
– Belief that you are responsible for your own fate
– Own actions and behaviors are major and decisive
determinants of job outcomes
©McGraw-Hill Education.
Other Personality Traits That Affect
Managerial Behavior (2 of 5)
• External locus of control
– The tendency to locate responsibility for one’s fate
in outside forces and to believe one’s own
behavior has little impact on outcomes
©McGraw-Hill Education.
Other Personality Traits That Affect
Managerial Behavior (3 of 5)
• Self-esteem
– The degree to which people feel good about
themselves and their capabilities
• High self-esteem causes a person to feel
competent, deserving and capable.
• Persons with low self-esteem have poor
opinions of themselves and are unsure about
their capabilities.
©McGraw-Hill Education.
Other Personality Traits That Affect
Managerial Behavior (4 of 5)
• Need for achievement
– The extent to which an individual has a strong
desire to perform challenging tasks well and to
meet personal standards for excellence
• Need for power
– The extent to which an individual desires to
control or influence others
©McGraw-Hill Education.
Other Personality Traits That Affect
Managerial Behavior (5 of 5)
• 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
©McGraw-Hill Education.
Values, Attitudes, and
Moods and Emotions
• 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
©McGraw-Hill Education.
Values: Terminal and Instrumental (1 of 3)
• Terminal values
– A lifelong goal or objective that an individual seeks
to achieve
• Instrumental values
– A mode of conduct that an individual seeks to
follow
©McGraw-Hill Education.
Values: Terminal and Instrumental (2 of 3)
• Norms
– Unwritten, informal codes of conduct that
prescribe how people should act in particular
situations and are considered important by most
members of a group or organization
©McGraw-Hill Education.
Values: Terminal and Instrumental (3 of 3)
• Value system
– The terminal and instrumental values that are
guiding principles in an individual’s life
– What a person is striving to achieve in life and
how they want to behave
©McGraw-Hill Education.
Attitudes (1 of 4)
Figure 3.3 Two
Measures of
Job Satisfaction
©McGraw-Hill Education.
Jump to Appendix 2 for
description
Attitudes (2 of 4)
• Job satisfaction
– A collection of feelings and beliefs that managers
have about their current jobs
• Managers high on job satisfaction believe their
jobs have many desirable features or
characteristics
• Upper managers, in general, tend to be more
satisfied with their jobs than entry-level
employees
©McGraw-Hill Education.
Attitudes (3 o f 4)
• Organizational citizenship behaviors
– Behaviors that are not required of organizational
members but that contribute to and are necessary
for organizational efficiency, effectiveness, and
competitive advantage
©McGraw-Hill Education.
Attitudes (4 of 4)
• Organizational commitment
– The collection of feelings and beliefs that
managers have about their organization as a
whole
©McGraw-Hill Education.
Organizational Commitment
Believe in what their organizations are doing
Proud of what their organizations stand for
More likely to go above and beyond the call of duty
Less likely to quit
©McGraw-Hill Education.
Moods and Emotions (1 of 4)
• Mood
– A feeling or state of mind
• Positive moods provide excitement, elation, and
enthusiasm
• Negative moods lead to fear, distress, and
nervousness
©McGraw-Hill Education.
Moods and Emotions (2 of 4)
• Emotions
– Intense, relatively short-lived feelings
– Often directly linked to whatever
caused the emotion, and are more short-lived
• Once whatever has triggered the emotion has
been dealt with, the feelings may linger in the
form of a less intense mood
©McGraw-Hill Education.
Moods and Emotions (3 of 4)
• Subordinates of managers who experience
positive moods at work may perform at
somewhat higher levels and be less likely to
resign and leave the organization
• Under certain conditions creativity might be
enhanced by positive moods
©McGraw-Hill Education.
Moods and Emotions (4 of 4)
Figure 3.4 A Measure of
Positive and Negative
Mood at Work
Jump to Appendix 3 for description
©McGraw-Hill Education.
Emotional Intelligence (1 of 2)
• Emotional intelligence
– The ability to understand and manage one’s own
moods and emotions and the moods and
emotions of other people
– Helps managers carry out their interpersonal roles
of figurehead, leader, and liaison
©McGraw-Hill Education.
Emotional Intelligence (2 of 2)
• Managers with a high level of emotional
intelligence are more likely to understand how
they are feeling and why
• More able to effectively manage their feelings
so that they do not get in the way of effective
decision making
©McGraw-Hill Education.
Organizational Culture (1 of 3)
• Organizational culture
– The shared set of beliefs, expectations, values,
norms, and work routines that influence how
individuals, groups, and teams interact with one
another and cooperate to achieve organizational
goals
©McGraw-Hill Education.
Organizational Culture (2 of 3)
• When organizational members share an
intense commitment to cultural values,
beliefs, and routines a strong organizational
culture exists
• When members are not committed to a
shared set of values, beliefs, and routines,
organizational culture is weak
©McGraw-Hill Education.
Example: Organizational Culture
• At IDEO Product Development in Silicon Valley,
employees are encouraged to adopt a playful
attitude toward their work, look outside the
organization to find inspiration, and adopt a
flexible approach toward product design that
uses multiple perspectives
©McGraw-Hill Education.
Organizational Culture (3 of 3)
• Attraction-selection-attrition framework
– A model that explains how personality may
influence organizational culture
• As a result of these attraction, selection, and
attrition processes, people in the organization
tend to have similar personalities, and the
dominant personality profile of organizational
members shapes organizational culture
©McGraw-Hill Education.
The Role of Values and Norms
in Organizational Culture (1 of 3)
• Terminal values
– Signify what an organization and its employees are
trying to accomplish
• Instrumental values
– Guide how the organization and its members
achieve organizational goals
©McGraw-Hill Education.
The Role of Values and Norms
in Organizational Culture (2 of 3)
• Managers determine and shape organizational
culture through the kinds of values and norms
they promote in an organization
©McGraw-Hill Education.
The Role of Values and Norms
in Organizational Culture (3 of 3)
Figure 3.6 Factors That Maintain and
Transmit Organizational Culture
©McGraw-Hill Education.
Socialization
• Organizational socialization
– Process by which newcomer’s learn an
organization’s values and norms and acquire the
work behaviors necessary to perform jobs
effectively
©McGraw-Hill Education.
Ceremonies and Rites (1 of 4)
• Ceremonies and rites
– Formal events that recognize incidents of
importance to the organization as a whole and to
specific employees
©McGraw-Hill Education.
Ceremonies and Rites (2 of 4)
Table 3.1 Organizational Rites
TYPE OF RITE
EXAMPLE OF RITE
Rite of passage
Induction and basic Learn and
training
internalize norms
and values
Rite of integration
Office Christmas
party
Build common
norms and values
Rite of
enhancement
Presentation of
annual award
Motivate
commitment to
norms and values
©McGraw-Hill Education.
PURPOSE OF RITE
Ceremonies and Rites (3 of 4)
• Rites of passage
– Determine how individuals enter, advance within,
or leave the organization
• Rites of integration
– Shared announcements of organization successes,
build and reinforce common bonds among
organizational members
©McGraw-Hill Education.
Ceremonies and Rites (4 of 4)
• Rites of enhancement
– Let organizations publicly recognize and reward
employees’ contributions and thus strengthen
their commitment to organizational values
©McGraw-Hill Education.
Stories and Language
• Stories and language
– Communicate organizational culture
– Reveal behaviors that are valued by the
organization
– Includes how people dress, the offices they
occupy, the cars they drive, and the degree of
formality they use when they address one another
©McGraw-Hill Education.
Video: Zappos
• What role does culture play at Zappos?
• What activities does Zappos encourage to
strengthen the culture of the company?
• What impact does a “customer service first”
culture have on operations?
©McGraw-Hill Education.
Appendix 1 Big Five Personality Traits (1 of 6)
The graphic shows the big five personality traits: extraversion,
negative affectivity, agreeableness, conscientiousness, and
openness to experience. All have a low and a high aspect to
them.
©McGraw-Hill Education.
Jump back to Slide 4
Appendix 2 Attitudes (1 of 4)
Figure 3.3 Two Measures of Job Satisfaction
The sample items from the Minnesota Satisfaction Questionnaire is broken into three parts, the first part giving
instructions and listing how the respondent can rank their responses: very dissatisfied, dissatisfied, satisfied, very
satisfied, or can’t decide where satisfied or not about their current job. The second part lists 12 reflections on the
respondents job:
1.
Being able to do things that don’t go against my conscience.
2.
The way my job provides for steady employment.
3.
The chance to do things for other people.
4.
The chance to do something that makes use of my abilities.
5.
The way company policies are put into practice.
6.
My pay and the amount of work I do.
7.
The chances for advancement on this job.
8.
The freedom to use my own judgement.
9.
The working conditions.
10.
The way my coworkers get along with each other.
11.
The feeling of accomplishment I get from the job.
12.
The bottom section is a Faces Scale: Workers select the face which best expresses how they feel about their job
in general. It then gives 11 sketches of facial expressions.
©McGraw-Hill Education.
Jump back to Slide 19
Appendix 3 Moods and Emotions (4 of 4)
Figure 3.4 A Measure of Positive and Negative Mood at Work is depicted in
the graphic.
The sample scale begins with instructions for respondents to indicate the
extent to which the item describes how they felt at work during the past
week on the following scale: 1. Very slightly or not all. 2. A little. 3.
Moderately. 4. Quite a bit. 5. Very much.
There is then a list of 12 emotions or moods: 1. Active. 2. Distressed. 3.
Strong. 4. Excited. 5. Scornful. 6. Hostile 7. Enthusiastic 8. Fearful. 9. Peppy 10.
Nervous. 11. Elated. 12. Jittery.
Scoring: Responses to items 1, 3, 4, 7, 9 and 11 are summed for a positive
mood score; the higher the score, the more positive mood is experienced at
work. Responses to items 2, 5, 6, 8, 10, and 12 are summed for a negative
mood score; the higher the score, the more negative mood is experienced at
work.
©McGraw-Hill Education.
Jump back to Slide 27
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