Because learning changes everything.

Chapter 3
Values, Attitudes,
Emotions, and Culture:
The Manager as a Person

© 2022 McGraw Hill. 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.
 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.

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 Enduring Characteristics: Personality
Traits
Personality traits:
• Particular tendencies to feel, think, and act in
certain ways.
Managers’ personalities influence their behavior and
their approach to managing people and resources.

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 Big Five Personality Traits 1

Figure 3.1: The Big Five Personality Traits

Managers’ personalities can be described by determining which point on each of
the following dimensions best characterizes the manager in question.

Access the text alternative for slide images.

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 Big Five Personality Traits 2

Personality traits that enhance managerial

effectiveness in one situation may actually
impair it in another.

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 Big Five Personality Traits 3

Extraversion:
• Tendency to experience positive emotions and moods
and feel good about oneself and the rest of the world.
• Someone who sees the good even in the face of
troubles, who shows friendliness and openness to all.

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 Big Five Personality Traits 4

Negative affectivity:
• Tendency to experience negative emotions and
moods, feel distressed, and be critical of oneself and
others.
• Someone who is pessimistic, ready to fail.

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 Big Five Personality Traits 5

Agreeableness:
• Tendency to get along well with others.

Conscientiousness:
• Tendency to be careful, scrupulous, and persevering.

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 Big Five Personality Traits 6

Openness to experience:
Tendency to be original, have broad interests, be open
to a wide range of stimuli, be daring, and take risks.
Innovative persons, entrepreneurs.
• Marianne Harrison, CEO of John Hancock.

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 Big Five Personality Traits 7

Figure 3.2: Measures of

Extraversion, Agreeableness,
Conscientiousness, and
Openness to Experience

Access the text alternative for slide images.

© McGraw Hill Source: L. R. Goldberg, Oregon Research Institute, http://ipip.ori.org/ipip/. 10

 Big Five Personality Traits 8

Will I be a successful manager?

• Successful managers occupy a variety of positions on
the Big Five personality trait continuum.
• To work well together inside and outside of the
organization, members of the organization must
understand and appreciate the fundamental ways in
which people differ one another.

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 Other Personality Traits That Affect
Managerial Behavior 1

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.
• Essential trait for managers.
• The buck stops here!

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 Other Personality Traits That Affect
Managerial Behavior 2

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.
• Wasn’t my fault!

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 Other Personality Traits That Affect
Managerial Behavior 3

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.
• Desirable for managers.

People with low self-esteem have poor opinions

of themselves and are unsure about their
capabilities.

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 Other Personality Traits That Affect
Managerial Behavior 4

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.
• High needs are assets for first-line and middle managers.

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.
• High levels are undesirable in managers.

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 Other Personality Traits That Affect
Managerial Behavior 5

Need for power:

The extent to which an individual desires to control or
influence others.
• High needs are important for upper-level managers.

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 Additional Personality Assessments

Effective tools in helping managers assess

employees, thereby contributing to an organization’s
success:
Myers-Briggs Type Indicator (MBTI):
• Measures preferences for introversion versus extroversion,
sensation versus intuition, thinking versus feeling, and judging
versus perceiving.

DiSC Inventory Profile:

• Behavior style is described in terms of dominance, influence,
steadiness, and conscientiousness (DiSC).

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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 and Instrumental 1

Terminal values:
A lifelong goal or objective that an individual seeks to achieve.
• Examples: Financial security, professional excellence, sense of
accomplishment, self-respect.

Lead to the formation of norms.

Instrumental values:
A mode of conduct that an individual seeks to follow.
• Examples: Honesty, integrity, fairness, hard-working.

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 Values: Terminal and Instrumental 2

Norms:
Important unwritten, informal codes of conduct guiding
people how to act in particular situations.
• Examples: Shake hands when you meet someone, make direct eye
contact when speaking to someone, dress appropriately for the
environment you are in.

Changes with environment, situation, and culture.

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 Values: Terminal and Instrumental 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.

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 Attitudes 1

Managers’ attitudes about their jobs and

organizations.
Affects how they approach their jobs.
Two of the most important attitudes:
1. Job satisfaction.
2. Organizational commitment.

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 Attitudes 2

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.

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 Attitudes 3

Job satisfaction:
Two reasons it is important for managers to satisfied
with their jobs:
• Perform Organizational Citizenship Behaviors (OCBs).
• Less likely to quit, reducing management turnover.

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 Attitudes 4

Organizational citizenship behaviors (OCBs):

• Behaviors that are not required of organizational
members but that contribute to and are necessary for
organizational efficiency, effectiveness, and
competitive advantage.
• Above and beyond the call of duty.

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 Attitudes 5

Figure 3.3: Sample items from Two Measures of Job Satisfaction

Source: D. J. Weiss et al., Manual for the Minnesota Satisfaction Questionnaire. Copyright by the Vocational Psychology
Research, University of Minnesota; copyright © 1975 by the American Psychological Association. Adapted by permission of
R.B. Dunham and J.B. Brett.

Access the text alternative for slide images.

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 Attitudes 6

Organizational commitment:
• The collection of feelings and beliefs that managers have
about their organization as a whole.
• Managers who are committed:

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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 Moods and Emotions 1

Mood:
• A mood is 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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 Moods and Emotions 2

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.

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 Moods and Emotions 3

Research has found that moods and emotions

affect the behavior of managers and all members
of an organization.
• Employees 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.

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 Moods and Emotions 4

Figure 3.4: 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 72 (1988), 193-98; M.J. Burke, A.P. Brief,
J.M. George, L. Roberson, and J. Webster, “Measuring Affect at work: Confirmatory Analyses of Competing Mood Structures
with Conceptual Linkage in Cortical Regulatory Systems,” Journal of Personality and Social Psychology 57 (1989), 1091-102.

Access the text alternative for slide images.

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 Emotional Intelligence
Emotional intelligence (EI):
It is the ability to understand and manage one’s own moods and
emotions and the moods and emotions of other people.
It helps managers carry out their interpersonal roles of figurehead,
leader, and liaison.
Managers with a high level of emotional intelligence are more:
• Likely to understand how they are feeling.
• Able to effectively manage their feelings so that they do not get in the
way of effective decision making.
Managing and reading emotions is important globally; it varies by
culture.

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 Organizational Culture 1

Organizational culture:
• Organizational culture is 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.
• IDEO’s employees encouraged to take a playful
attitude.
• More formal attitudes at Citibank or ExxonMobile.

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 Organizational Culture 2

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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 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.

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 Organizational Culture 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.

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 The Role of Values and Norms in
Organizational Culture 1

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.

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 The Role of Values and Norms in
Organizational Culture 2

Values of the founder:

• Terminal and instrumental values influence the values,
norms, and standards of behavior.
• A founder’s personal values can affect an
organization’s competitive advantage.

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 The Role of Values and Norms in
Organizational Culture 3

Managers determine and shape organizational

culture through the kinds of values and norms
they promote in an organization.

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 Figure 3.6: Factors That Maintain and
Transmit Organizational Culture

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 Socialization
Organizational socialization:
• Process by which newcomers learn an organization’s
values and norms and acquire the work behaviors
necessary to perform jobs effectively.
• Texas A and M’s Fish Camp.

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 Ceremonies and Rites 1

Ceremonies and rites:

Formal events that recognize incidents of importance to
the organization as a whole and to specific employees.
• Rites of passage.
• Rites of integration.
• Rites of enhancement.

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 Ceremonies and Rites 2

Table 3.1: Organizational Rites

TYPE OF RITE EXAMPLE OF RITE PURPOSE OF RITE
Rite of passage Induction and basic Learn and internalize
training norms and values
Rite of integration Office holiday party Build common norms
and values
Rite of enhancement Presentation of Motivate
annual awards commitment to
norms and values

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 Ceremonies and Rites 3

Rites of passage:
• 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.

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 Ceremonies and Rites 4

Rites of enhancement:
• Allow organizations to publicly recognize and reward
employees’ contributions, and thus strengthen their
commitment to organizational values.
• Example: Award for top sales employee of the
month.

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 Stories and Language
• Communicate organizational culture.
• Reveal behaviors that are valued by the organization.
• Include 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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 Culture and Managerial Action 1

Culture influences how managers perform their

four main functions:
1. Planning.
2. Organizing.
3. Leading.
4. Controlling.

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 Culture and Managerial Action 2

Planning:
• Innovative culture: flexible approach to planning.
• Conservative culture: formal top down planning.

Organizing:
• Innovative culture: organic structure/decentralized.
• Conservative culture: well-defined hierarchy of authority.

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 Culture and Managerial Action 3

Leading:
• Innovative culture: managers lead by example and take
risks.
• Conservative culture: managers constantly monitor
progress toward goals.

Controlling:
• Innovative culture: managers promote flexibility and
taking initiatives.
• Conservative culture: managers emphasize caution and
maintenance of status quo.

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© 2022 McGraw Hill. 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.