ODETTE LEH V. CARAGOS

Learning Objectives

• After this module, you should be able to:

• Describe the various personality traits that affect how managers

think, feel, and behave.

• Explain what values, attitudes, and moods and emotions are and

describe their impact on managerial action.

• Illustrate how ethics help managers determine the right or proper

way to behave when dealing with different stakeholder groups.

• Define organizational culture and explain the role managers play

in creating it.

• Explain why managers should strive to create ethical

organizational cultures.

Outline

• Enduring Characteristics: Personality Traits

• The Big Five Personality Traits

• Other Personality Traits that Affect Managerial Behavior

• Values, Attitudes, and Moods and Emotions

• Values: Terminal and Instrumental

• Attitudes

• Moods and Emotions

• Emotional Intelligence

Outline

• Ethics and Stakeholders

• Which Behaviors Are Ethical

• Why Would Managers Behave Unethically Toward Other

Stakeholders?

• Sources of an Organization’s Code of Ethics

• Organizational Culture

• How Managers Influence Organization Culture

• Ethical Organizational Cultures

• Social Responsibility

• Summary and Review

Personality Traits

• Enduring tendencies to feel, think,

and act in certain ways

• Characteristics that influence how

people think, feel and behave on

and off the job

• The personalities of managers

account for the different

approaches that managers adopt

to management.

• Traits are viewed as a continuum

(from high to low) along which

individuals fall.

Source: http://www.visualdna.com/wp-content/uploads/2013/11/quiz_big5.png

The Big Five Personality Traits

Openness ConscientiousnessExtraversion Agreeableness Neuroticism(emotional instability)

Imaginative

or practical

Interested in

variety or

routine

Independent

or

conforming

Organized or

disorganized

Careful or

careless

Disciplined

or impulsive

Sociable or

retiring

Fun-loving

or somber

Energetic or

reserved

Softhearted or

ruthless

Trusting or

suspicious

Helpful or

uncooperative

Calm or

anxious

Secure or

insecure

Self-satisfied

or self-

pitying

Manager’s personalities can be described by determining

which point on each of the following dimensions best

characterizes the manager in question:

Traits and Managers

• Successful managers vary

widely on the “Big Five”.

• It is important to understand these

traits since it helps explain a

manager’s approach to planning,

leading, organizing, etc.

• Managers should also be aware of

their own style and try to tone down

problem areas.

Other Personality Traits

• Internal Locus of Control

• The tendency to locate

responsibility for one’s own

fate within oneself

• People believe they are

responsible for their fate and

see their actions as important

to achieving goals.

Other Personality Traits

• External Locus of Control

• The tendency to locate

responsibility for one’s fate within

outside forces and to believe that

one’s own behavior has little impact

on outcomes

• People believe external forces

decide their fate and their actions

make little difference.

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.

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

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

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

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.

Terminal and Instrumental

Values

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

TERMINALINSTRUMENT

ALTERMINAL

INSTRUMENTAL

TERMINALINSTRUMENT

AL

Self-Respect HonestFamily Security

ResponsibleEquality

Honest

Family Security Responsible

Freedom Honest A world of peace Helpful

Freedom CapableHappiness

CourageousFamily Security Courageous

A sense of accomplishment Ambitious

Self-RespectIndependent

Self-RespectResponsible

Happiness Independent Mature love Capable Freedom Capable

Executives Union Members Activists

Values Ranking of Executives, Union Members, and Activists

(Top Five Only)

Source: Based on W. C. Frederick and J. Weber, “The Values of Corporate Managers and Their Critics: An Empirical Description and Normative Implications,” in Business Ethics: Research Issues and Empirical Studies,

ed. W. C. Frederick and L. E. Preston (Greenwich, CT: JAI Press, 1990), pp. 123-144.

Asian Values

•North America

• Networked relations: based on

self-interest

• Relationships viewed with

immediate gains

• Enforcement relies on

institutional law

• Governed by guilt (internal

pressures on performance)

•East and Southeast Asia

• Guanxi relations: based on

reciprocation

• Relationships meant to be long-

term and enduring

• Enforcement relies on personal

power and authority

• Governed by shame (external

pressures on performance)

Generational Differences

• The Elders (those over 60)

• Core values: Belief in order, authority, discipline, and the Golden Rule.

• Baby Boomers (born mid-1940s to mid-1960s)

• Autonomous rebels, anxious communitarians, connected enthusiasts, disengaged Darwinists.

Generational Differences

• Generation X (born mid-1960s to early 1980s)• Thrill-seeking materialists,

aimless dependents, social hedonists, new Aquarians, autonomous post-materialists.

• The Ne(x)t Generation (born between 1977 and 1997)• “Creators, not recipients.”

• Curious, contrarian, flexible, collaborative, high in self-esteem.

Source:https://ca.finance.yahoo.com/blogs/insight/millennials-boomers-agree-future-bleak-

191401297.html

Five Reasons Employees

Commit Themselves

• They are proud of [the company’s aspirations, accomplishments, and legacy; they share its values.

• They know what each person is expected to do, how performance is measured, and why it matters.

• They are in control of their own destinies; they savour the high-risk, high-reward work environment.

• They are recognized mostly for the quality of their individual performance.

• They have fun and enjoy the supportive and highly interactive environment.

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.

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.

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.

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.

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), 84–86.

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.

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): 193–98.

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.

Sources

• George, Jennifer M. and Jones, Garreth R.,

CONTEMPORARY MANAGEMENT, The McGraw-Hill

Companies, Inc., 2003.

• Nancy Langton and Stephen P. Robbins, FUNDAMENTALS

OF ORGANIZATIONAL BEHAVIOUR, Third Canadian

Edition, Pearson Education Canada, 2007

Thank you for your

attention