chapter three

Values, Attitudes, Emotions, and

Culture: The Manager as a Person

McGraw-Hill/Irwin
Contemporary Management, 5/e

Copyright 2008 The McGraw-Hill Companies, Inc. All rights reserved.

Learning Objectives
Describe the various personality traits that
affect how managers think, feel, and
behave
Explain what values and attitudes are and
describe their impact on managerial action
Appreciate how moods and emotions
influence all members of an organization

McGraw-Hill/Irwin

3-3

2006 The McGraw-Hill Companies, Inc. All rights reserved.

Learning Objectives
Describe the nature of emotional
intelligence and its role in management
Define organizational culture and explain
how managers both create and are
influenced by organizational culture

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Personality Traits
Particular tendencies to feel, think, and act
in certain ways that can be used to
describe the personality of every
individual
Managers personalities influence their
behavior and approach to managing
people and resources

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Big Five Personality Traits

Figure 3.1
3-6

Managers and Traits

No single trait is right or wrong for being
an effective manager
Effectiveness is determined by a
complex interaction between the
characteristics of managers and the
nature of the job and organization in
which they are working

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Managers and Traits

Personality traits that
enhance managerial
effectiveness in one
situation may
actually impair it in
another

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Question?
What is the tendency to experience
positive emotions and moods?
A.
B.
C.
D.

Negative affectivity
Extraversion
Agreeableness
Conscientiousness

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Big Five Personality Traits

Extraversion tendency to
experience positive emotions and
moods and feel good about oneself
and the rest of the world

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Big Five Personality Traits

Managers high in extraversion tend to
be sociable, affectionate, outgoing and
friendly
Managers low in extraversion tend to be
less inclined toward social interaction
and have a less positive outlook

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Measures

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Big Five Personality Traits

Negative affectivity tendency to
experience negative emotions and
moods, feel distressed, and be critical of
oneself and others

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Big Five Personality Traits

Managers high in negative affectivity may often
feel angry and dissatisfied and complain about
their own and others lack of progress
Managers who are low in negative affectivity do
not tend to experience many negative emotions
and moods and are less pessimistic and critical
of themselves and others

3-14

Measure of Negative Affectivity

Figure 3.3

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Big Five Personality Traits

Agreeableness
tendency to get
along well with
others

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Big Five Personality Traits

Managers high in agreeableness are
likable, affectionate and care about
others
Managers with low agreeableness may
be distrustful, unsympathetic,
uncooperative and antagonistic

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Big Five Personality Traits

Conscientiousness
tendency to be
careful, scrupulous,
and persevering

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Big Five Personality Traits

Managers high in this trait are organized
and self-disciplined
Managers low in this trait lack direction
and self-discipline

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Big Five Personality Traits

Openness to Experience tendency to be
original, have broad interests, be open to
a wide range of stimuli, be daring and
take risks

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Big Five Personality Traits

Managers who are high in openness to
experience may be especially likely to
take risks and be innovative in their
planning and decision making
Managers who are low in this trait may
be less prone to take risks and be more
conservative in their planning and
decision making
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Other Personality Traits

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

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Other Personality Traits

External locus of control
Believe that outside forces are
responsible for what happens to and
around them
Do not think their own actions make
much of a difference

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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, deserving and capable.
Persons with low self-esteem have poor
opinions of themselves and are unsure
about their capabilities.

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Question?
What need is the extent to which an
individual has a strong desire to
perform challenging tasks well?
A. Achievement
B. Affiliation
C. Power
D. Extension

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Other Personality Traits

Need for Achievement
The extent to which an individual has a
strong desire to perform challenging tasks
well and meet personal standards for
excellence

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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

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Other Personality Traits

Need for Power
The extent to which an individual desires to
control or influence
others

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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
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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

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Values
Value System
What a person is
striving to achieve
in life and how they
want to behave

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Terminal and
Instrumental
Values

Source: Rokeach,
The Nature of Human
Values (New York:
Free Press, 1973).

Figure 3.4

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Attitudes
Attitude
A collection of feelings and beliefs

Job Satisfaction
Organizational Commitment

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Attitudes
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.

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Sample
Items from
Two
Measures of
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): 62931.

Figure 3.5

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Attitudes
Organizational Citizenship Behaviors
Behaviors that are not required of
organizational members but that help the
firm in gaining a competitive advantage.

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Attitudes
Managers with high satisfaction are
more likely perform these above and
beyond the call of duty behaviors.
Managers who are satisfied with their
jobs are less likely to quit

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Attitudes
Organizational Commitment
The collection of feelings and beliefs that
managers have about their organization as
a whole

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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

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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), 8486.

Figure 3.6

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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.

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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): 19398.

Figure 3.6

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Emotional Intelligence
Emotional Intelligence
The ability to understand and manage ones
own moods and emotions and the moods
and emotions of other people.
Helps managers carry out their
interpersonal roles of figurehead, leader,
and liaison.

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Emotional Intelligence
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

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Organizational Culture
Shared set of beliefs, expectations,
values, norms, and work routines that
influence how members of an
organization relate to one another and
work together to achieve organizational
goals

3-45

Organizational Culture
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

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Organizational Culture
Attraction-Selection-Attrition Framework
A model that explains the role that founders
personal characteristics play in determining
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 longterm.

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Role of Values and Norms

Terminal values signify what an
organization and its employees are
trying to accomplish
Instrumental values guide the ways in
which the organization and its members
achieve organizational goals

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Role of Values and Norms

Managers determine and shape
organizational culture through the kinds
of values and norms they promote in an
organization

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Factors Affecting Organizational

Culture

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Socialization
Organizational socialization process by
which newcomers learn an
organizations values and norms and
acquire the work behaviors necessary to
perform jobs effectively

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Ceremonies and Rites

Formal events that recognize incidents
of importance to the
organization as a
whole and to
specific employees

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Discussion Question?
What are examples of events that recognize
employees and their importance to the
organization? Which of the following would
be the most meaningful to the employee and
to the organization?
A. Money
B. Stock Options
C. Plaque
D. Parking Space
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Ceremonies and Rites

Rites of passage determine how individuals
enter, advance within, or leave the organization
Rites of integration build and reinforce
common bonds among organizational
members
Rites of enhancement let organizations
publicly recognize and reward employees
contributions and thus strengthen their
commitment to organizational values
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Stories and Language

Communicate organizational culture
Stories 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

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Gung Ho
How would Japanese
management training
work in the U.S.?
Why does it work in
Japan?

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