POP QUIZ!

• I asked you to take 3 online quizzes. ONE of them had a very bright colored screen (the Big 5 test). What color was it?

POP QUIZ!

• I asked you to take 3 online quizzes. ONE of them had a very bright colored screen (the Big 5 test). What color was it?

LIME GREEN

Values, Attitudes, Emotions, and Culture: The

Manager as a Personchapter three

Lecture 2

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

Values, Attitudes, andMoods 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• Instrumental Values– A personal conviction about desired modes of

conduct or ways of behaving

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Figure 3.4

Terminal and Instrumental Values

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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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Attitudes• Attitudes– Capture managers’ thoughts and feelings about

their specific jobs and organizations. – 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.– Figure 3.5, page 98

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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

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Page 101

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.• Figure 3.7, page 103

• Emotions– Emotions are more intense than moods– short-lived– usually linked to a specific cause.

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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.• Figure 3.8, page 106

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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– are 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- Patagonia’s mission statement

• Patagonia donates time, services and 1% of sales to hundreds of environmental groups

• Employees are encourage to take paid sabbaticals to work with a cause they are passionate about

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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

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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