Chapter

2
1
Values, Attitudes, Emotions,
and Culture:
The Manager as a Person
 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
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 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
Manager’s personalities influence their
behavior and approach to managing
people and resources

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 Big Five Personality Traits

Figure 3.1

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 Manager’s 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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 Manager’s and Traits
Personality traits that enhance
managerial effectiveness in one
situation may actually impair it in
another

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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
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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 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
Agreeableness – tendency to get along
well with others
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
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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 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, and capable.
• Persons with low self-esteem have poor
opinions of themselves and their abilities.

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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
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
• A sense of accomplishment, equality, and self-
respect.
 Instrumental Values
 A personal conviction about desired modes of
conduct or ways of behaving
• Being hard-working, broadminded, capable.

 Value System
 The terminal and instrumental values that are the
guiding principles in an individual’s life.
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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
 Attitudes
 A collection of feelings and beliefs.
 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): 629–31.
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.
• 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
• Committed managers are loyal to and are proud
of their firms.
• Commitment can lead to a strong organizational
culture.
• Commitment helps managers perform their
figurehead and spokesperson roles.
• The commitment of international managers is
affected by job security and personal mobility.
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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.
• Current situations and a person's basic outlook
affect a person’s current mood.
 A manager’s mood affects their treatment of others
and how others respond to them.
• Subordinates perform better and relate better to
managers who are in a positive mood.
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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.
• Assists managers in coping with their
own emotions.
• Helps managers carry out their
interpersonal roles of figurehead, leader,
and liaison.
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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

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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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 Organizational Culture
Attraction-Selection-Attrition Framework
 A model that explains how personality may
influence 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 long-term.

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

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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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 The Fast and the Furious
What symbols of
culture do you find
among the street-
racers?

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 Small Group Discussion
Define
organizational culture
and explain how managers both
create and are influenced by
organizational culture
 Choose your company as an
implementation example.

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