Values,

Attitudes,
Emotions, and
Culture: The
Manager as a
Person
chapter three

McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
Personality Traits

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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

3
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Big Five Personality Traits

Figure 3.1

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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
• Negative affectivity
• tendency to experience negative emotions and moods, feel distressed, and be
critical of oneself and others
• Agreeableness
• tendency to get along well with others

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Big Five Personality Traits

• Conscientiousness
• tendency to be careful, scrupulous (exteremly attentive), and persevering
(Determined)

• 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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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
• 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.

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Other Personality Traits

• 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.

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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 to meet personal standards for excellence

• Need for Power

• The extent to which an individual desires to control or influence others

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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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 Values, Attitudes,
and
Moods and Emotions

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• Values
• Describe what managers try to achieve through work and how they
think they should behave. e.g. Honesty, integrity, courage, kindness,
fairness, and generosity etc.
• Attitudes
• Capture managers’ thoughts and feelings about their specific jobs
and organizations.
• Moods and Emotions
• Encompass how managers actually feel when they are managing
• 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.
• e.g. Covering your mouth and nose when sneezing, shaking hands when
you meet someone, saying 'sorry' when you bump into someone, not
talking with your mouth full, etc. 12
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Values

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

• Organizational Commitment
• The collection of feelings and beliefs that managers have about their
organization as a whole
• Managers who are committed to their organization believe in what their
organizations are doing, are proud of what these organizations stand for,
and feel a high degree of loyalty toward their organizations

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Organizational Commitment

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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
oare more intense feelings than moods and are often
directly linked to what ever caused the emotion,
and are more short lived

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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.

http://www.youtube.com/watch?v=Z
pksAWfWlSo

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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

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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.
• 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
http://www.youtube.com/watch?v=Rd0kf3wd120

http://www.youtube.com/watch?v=EcHpgsTg458 -- Apple 21
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Factors Affecting Organizational Culture

Figure 3.9 22
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Values of the founder

• Founders values inspire the founders to start their own companies,

and in turn, drive the nature of these new companies and their
defining characteristics
• New managers quickly learn from the founder what values and
norms are appropriate in the organization and thus what is desired of
them

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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

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Ceremonies and Rites

• Ceremonies and Rites

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

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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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Organizational Culture

• Organizational culture
• The shared set of beliefs, expectations, values, and norms that influence how
members of an organization relate to one another and cooperate to achieve
organizational goals

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 Sources of an Organization’s Culture

Figure 10.11 28
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Organizational Culture

• Organizational ethics
• The moral values, beliefs, and rules that establish the appropriate way for an
organization and its members to deal with each other and with people
outside the organization

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Employment Relationship

• Human resource policies:

• Can influence how hard employees will work to achieve the organization’s
goals,
• How attached they will be to it
• Whether or not they will buy into its values and norms

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 The Evolution of
Management
Thought
http://www.youtube.com/watch?v=R
UPQve8bUqM

chapter two

McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
The Evolution of Management Theory

Figure 2.1
2
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F.W. Taylor and Scientific Management

Scientific Management
└ The systematic study of the relationships between
people and tasks for the purpose of redesigning
the work process to increase efficiency.

3
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Problems with Scientific Management

Managers frequently Specialized jobs

implemented only the became very boring,
increased output side dull.
of Taylor’s plan. └ Workers ended up
└ Workers did not share distrusting the
in the increased Scientific Management
output. method.

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Administrative
Management
Theory

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Administrative Management
Theory
Administrative
Management
└ The study of how to
create an
organizational
structure that leads to
high efficiency and
effectiveness.

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 Administrative Management Theory

Max Weber
└ Developed the principles of bureaucracy as a
formal system of organization and administration
designed to ensure efficiency and effectiveness.

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 Rules, SOPs and Norms

Rules
└ formal written instructions that specify actions to be
taken under different circumstances to achieve
specific goals
Standard Operating Procedures (SOPs)
└ specific sets of written instructions about how to
perform a certain aspect of a task
Norms
└ unwritten, informal codes of conduct that prescribe
how people should act in particular situations

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 Behavioral
Management
Theory

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 Behavioral Management Theory

Behavioral Management
└ The study of how managers should personally
behave to motivate employees and encourage
them to perform at high levels and be committed
to the achievement of organizational goals.

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 The Hawthorne Studies
and Human Relations
Studies of how characteristics of the work
setting affected worker fatigue and
performance at the Hawthorne Works of the
Western Electric Company from 1924-1932.
└ (A series of experiments conducted on workers at the Hawthorne
Western Electric plant, where the goal of the studies was to examine
the effect light levels had on worker's productivity)

└ Worker productivity was measured at various

levels of light illumination.

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 The Hawthorne Studies
and Human Relations
Human Relations Implications
└ Hawthorne effect — workers’ attitudes toward
their managers affect the level of workers’
performance

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 The Hawthorne Studies
and Human Relations
Human relations movement
└ advocates that supervisors be behaviorally trained
to manage subordinates in ways that elicit their
cooperation and increase their productivity

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 The Hawthorne Studies
and Human Relations
Behavior of managers and workers in the work
setting is as important in explaining the level
of performance as the technical aspects of the
task
Demonstrated the importance of understanding how
the feelings, thoughts, and behavior of work-group
members and managers affect performance

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 The Hawthorne Studies
and Human Relations
Informal organization Organizational
└ The system of behavior
behavioral rules and └ The study of the
norms that emerge in factors that have an
a group impact on how
individuals and groups
respond to and act in
organizations.

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 Management
Science Theory

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 Management Science Theory

Management Science Theory

└ Contemporary approach to management that focuses on
the use of rigorous quantitative techniques to help
managers make maximum use of organizational resources
to produce goods and services.
Quantitative management
└ utilizes mathematical techniques, like linear programming,
modeling and simulation
Operations management
└ provides managers a set of techniques they can use to
analyze any aspect of an organization’s production system
to increase efficiency 17
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 Management Science Theory

Total quality management (TQM)

└ focuses on analyzing an organization’s input,
conversion, and output activities to increase
product quality
Management information systems (MIS)
└ help managers design systems that provide
information that is vital for effective decision
making

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Organisational
Environment
Theory

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 The Open-Systems View

Open System
└ A system that takes resources for its external
environment and transforms them into goods and
services that are then sent back to that
environment where they are bought by
customers.

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 The Organization as an Open
System

Figure 2.4 21
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 The Open-Systems View

Input stage
└ organization acquires resources such as raw
materials, money, and skilled workers to produce
goods and services
Conversion stage
└ inputs are transformed into outputs of finished goods
Output stage
└ finished goods are released to the external
environment

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 The Open-Systems View

Synergy (Working together)

└ the performance gains that result from the
combined actions of individuals and departments
└ Possible only in
an organized system

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 Contingency Theory

Contingency Theory
└ The idea that the organizational structures and
control systems manager choose are contingent
on characteristics of the external environment in
which the organization operates.
└ “There is no one best way to organize”

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 Contingency Theory

Figure 2.5
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 Type of Structure

Mechanistic Structure
└ An organizational structure in which authority is
centralized, tasks and rules are clearly specified,
and employees are closely supervised.
Organic Structure
└ An organizational structure in which authority is
decentralized to middle and first-line managers
and tasks and roles are left ambiguous to
encourage employees to cooperate and respond
quickly to the unexpected
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