Values, Attitudes, Emotions and Culture: The Manager as a Person

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Chapter 3

• Values, Attitudes, Emotions and Culture The
  Manager as a Person

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Big Five Personality Traits
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Big Five Personality Traits

• Extroversion
• Sociable, positive, assertive
• Negative affectivity
• Distressed, critical
• Agreeableness
• Cooperative, warm
• Conscientiousness
• Dependable, hardworking, honest
• Openness to experience
• Creative, curious, risk-taker

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Other Personality Traits

• Locus of Control
• Internal I control what happens to me
• External Forces outside my control (fate,
  chance, other people) determine what happens to
  me
• Self-Esteem
• Determination of self-worth
• with success and with failures

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McClellands Needs

• Need for Achievement
• Need for excellence, competition, challenging
  goals, persistence, and overcoming difficulties
• Need for Affiliation
• Need to establish and maintain warm, close,
  intimate relationships with other people
• Need for Power
• Need to make an impact on others, influence
  others, change people or events, and make a
  difference in life

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Values, Attitudes, andMoods 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

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Values

• Terminal Values
• A personal conviction about life-long goals
• Instrumental Values
• A personal conviction about desired modes of
  conduct or ways of behaving
• Value System
• What a person is striving to achieve in life and
  how they want to behave

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Terminal vs. Instrumental Values
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Work Attitudes

• Job Satisfaction
• A collection of feelings and beliefs that
  managers have about their current jobs
• Dimensions include the work, supervision, pay,
  promotion opportunities, and coworkers
• Organizational Citizenship Behavior
• Behavior that is above and beyond duty
• Related to job satisfaction

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Work Attitudes

• Organizational commitment
• Affective
• Normative
• Continuance
• Effects
• Turnover
• Individual performance
• Firm performance

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Moods and Emotions

• Mood
• A feeling or state of mind
• Positive moods provide excitement, elation, and
  enthusiasm
• Negative moods lead to fear, distress, and
  nervousness
• Emotions
• Intense, relatively short-lived feelings

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A Measure of Positive and Negative Mood at Work
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Emotional Intelligence

• The ability to
• Understand and manage ones own moods and
  emotions
• And understand the moods and emotions of other
  people
• Assists in carrying out various roles
• Higher levels of EI result in better decision
  making

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Organizational Culture

• Shared set of beliefs, expectations, values,
  norms, and work routines
• Influences
• How organizational members relate to one another
• How organizational members work together to
  achieve organizational goals
• Attraction-Selection-Attrition

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Factors Affecting Organizational Culture