Transcript Ch 4 - Contemporary Management 2 Cdn e

VALUES,
ATTITUDES,
MOODS &
EMOTIONS
PERSONALITY
TRAITS
Chapter
ORGANIZATIONAL
CULTURE
4
Attitudes, Values,
and Culture: The
Manager as a
Person
HO VAN HIEN (MBA)
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.
HO VAN HIEN (MBA)
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
HO VAN HIEN (MBA)
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
HO VAN HIEN (MBA)
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.
HO VAN HIEN (MBA)
PERSONALITY
TRAITS
VALUES,
ATTITUDES,
MOODS &
EMOTIONS
ORGANIZATIONAL CULTURE
THE BIG FIVE PERSONALITY TRAITS
LOW
Extraversion
I
Negative Affectivity
II
Agreeableness
III
Conscientiousness
IV
Openness to Experience
V
Figure 4.1
High
HO VAN HIEN (MBA)
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.
HO VAN HIEN (MBA)
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
HO VAN HIEN (MBA)
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.
HO VAN HIEN (MBA)
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.
HO VAN HIEN (MBA)
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
HO VAN HIEN (MBA)
VALUES,
ATTITUDES,
MOODS &
EMOTIONS
PERSONALITY
TRAITS
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
HO VAN HIEN (MBA)
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
HO VAN HIEN (MBA)
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.
HO VAN HIEN (MBA)
VALUES,
ATTITUDES,
MOODS &
EMOTIONS
PERSONALITY
TRAITS
ORGANIZATIONAL CULTURE
TERMINAL & INSTRUMENTAL VALUES
- A sense of accomplishment
- Ambitious
- Broad- minded
- A world at peace
- Capable
- A comfortable life
- Cheerful
- A world of beauty
- Clean
- Courageous
- Equality
- Family security
- Forgiving
- Freedom
- Helpful
- Happiness
- Honest
- Inner harmony
- Imaginative
- Mature love
Figure 4.3
HO VAN HIEN (MBA)
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
HO VAN HIEN (MBA)
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.
HO VAN HIEN (MBA)
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.
HO VAN HIEN (MBA)
VALUES,
ATTITUDES,
MOODS &
EMOTIONS
PERSONALITY
TRAITS
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.
HO VAN HIEN (MBA)
VALUES,
ATTITUDES,
MOODS &
EMOTIONS
PERSONALITY
TRAITS
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
HO VAN HIEN (MBA)
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
5. Scornful
10. Nervous
11. Elate
6. Hostile
12. Jittery
Figure 4.6
HO VAN HIEN (MBA)
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.
HO VAN HIEN (MBA)
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.
HO VAN HIEN (MBA)
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.
HO VAN HIEN (MBA)
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
HO VAN HIEN (MBA)
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
HO VAN HIEN (MBA)
VALUES,
ATTITUDES,
MOODS &
EMOTIONS
PERSONALITY
TRAITS
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.
HO VAN HIEN (MBA)
PERSONALITY
TRAITS
VALUES,
ATTITUDES,
MOODS &
EMOTIONS
ORGANIZATIONAL CULTURE
CREATING A STRONG ORGANIZATIONAL CULTURE
Values of
the founder
Ceremonies
& Rites
ORGANIZATIONAL
CULTURE
Stories &
Languages
Socialization
Figure 4.7
HO VAN HIEN (MBA)
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.
HO VAN HIEN (MBA)
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.
HO VAN HIEN (MBA)
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.
HO VAN HIEN (MBA)
VALUES,
ATTITUDES,
MOODS &
EMOTIONS
PERSONALITY
TRAITS
ORGANIZATIONAL CULTURE
ORGANIZATIONAL RITES
TYPE OF RITE
+ Rite of Passage
EXAMPLE OF RITE
+ Induction & basic
PURPOSE OF RITE
+ Learn &
training
internalize norms &
values
+ Rite of integration
+ Office Christmas party + Build common
norms & values
+ Rite of enhancement + Presentation of
annual award
+ Motivate commitment
to norms & values
HO VAN HIEN (MBA)
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.
HO VAN HIEN (MBA)
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.
HO VAN HIEN (MBA)
VALUES,
ATTITUDES,
MOODS &
EMOTIONS
PERSONALITY
TRAITS
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.
HO VAN HIEN (MBA)
PERSONALITY
TRAITS
VALUES,
ATTITUDES,
MOODS &
EMOTIONS
ORGANIZATIONAL
CULTURE
SUMMARY
HO VAN HIEN (MBA)
PERSONALITY
TRAITS
VALUES,
ATTITUDES,
MOODS &
EMOTIONS
ORGANIZATIONAL
CULTURE
THE END
HO VAN HIEN (MBA)