Professional Documents
Culture Documents
Emotions, and
Culture: The
Manager as a
Person
chapter three
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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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
Managers personalities influence their behavior and
approach to managing people and resources
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Figure 3.1
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Figure 3.3
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Conscientiousness
tendency to be careful, scrupulous, and persevering
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Attitudes
Capture managers thoughts and feelings about their
specific jobs and organizations.
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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
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.
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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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Figure 3.4
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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 Citizenship Behaviors
Behaviors that are not required of organizational
members but that contribute to and are
necessary for organizational efficiency,
effectiveness, and competitive advantage
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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
Figure 3.6
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enthusiasm.
Negative moods lead to fear, distress, and nervousness.
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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
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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
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.
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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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Example - Patagonia
Build the best product, cause no unnecessary
harm, use business to inspire and implement
solutions to the environmental crisis
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
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Instrumental values
guide the ways in which
the organization and its
members achieve
organizational goals
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Figure 3.9
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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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Rites of integration
shared announcements of organization successes, 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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Video Case:
Keeping Your Emotions in Check
Why do managers need to be concerned with
their emotions and the emotions of their
subordinates?
What are some of the strategies a person can
use to keep emotions in check?
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