Presentation on theme: "Values, Attitudes, Emotions, and Culture: The Manager as a Person"— Presentation transcript:1 Show
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Values, Attitudes, Emotions, and Culture: The Manager as a Person
3 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 McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
4 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 5 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 6 Big Five Personality Traits
7 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 8 Manager’s and Traits
Personality traits that enhance managerial effectiveness in one situation may actually impair it in another 9 Question? What is the
tendency to experience positive emotions and moods? Negative affectivity Extraversion Agreeableness Conscientiousness The correct answer is “B”. See next slide. 10 Big Five Personality Traits 11 Big Five Personality Traits 12 Measures 13 Big Five Personality Traits 14 Big Five Personality Traits 15 Measure of Negative Affectivity
16 Big Five Personality Traits 17 Big Five Personality
Traits 18 Big Five Personality Traits 19 Big Five Personality Traits
20 Big Five Personality Traits
21 Big Five Personality Traits 22 Other Personality Traits
23 Other Personality Traits
24 Other Personality Traits 25 Question? What need is the extent to which an individual has a strong desire to perform challenging tasks well?
Achievement Affiliation Power Extension The correct answer is “A” Achievement. See next slide. 26 Other Personality Traits 27 Other Personality Traits 28 Other Personality Traits
29 Values, Attitudes, and Moods and Emotions 30 Values Terminal Values Instrumental Values
31 Values Value System What a person is striving to achieve in life and how they want to behave
32 Terminal and Instrumental Values
33 Attitudes Attitude Job Satisfaction Organizational Commitment
34 Attitudes Job Satisfaction 35 Sample Items from Two Measures of Satisfaction
36 Attitudes Organizational Citizenship Behaviors
37 Attitudes 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 38 Attitudes Organizational Commitment
39 Organizational Commitment
40 A Measure of Organizational Commitment 41 Moods and Emotions Mood A feeling or state of mind 42 A
Measure of Positive and Negative Mood at Work 43 Emotional
Intelligence 44 Emotional Intelligence 45 Organizational Culture 46 Organizational Culture 47 Organizational Culture 48 Role of Values and Norms 49 Role of Values and Norms
50 Factors Affecting Organizational Culture 51 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 52
Ceremonies and Rites Formal events that recognize incidents of importance to the organization as a whole and to specific employees 53 Discussion Question? What are examples of events that recognize employees and their importance to the organization? Which of the following would be the most
meaningful to the employee and to the organization? Money Stock Options Plaque Parking Space Some examples are promotions, recognition awards, and service awards (time with the company). Students may discuss personal experience and the type of award they would most appreciate – gift cards, money, stock options, plaques, parking space, etc.
54 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 55
Stories and Language Communicate organizational culture
56 Gung Ho How would Japanese management training work in the U.S.? Why does it
work in Japan? Attitudes, values, and culture: the manager as a person Gung Ho Hunt Stevenson (Michael Keaton) wants to save his town. He flies to Japan and convinces a Japanese car company (the fictional Assan Motors) to reopen a closed factory in the town of Hadleyville, PA. Assan Motors reopens the plant and a clash of Japanese and American culture and values ensues. The Japanese managers introduce uniforms, morning exercises, production efficiency and
quality control to the plant. The Americans teach the Japanese about the importance of family and loyalty to each other. In this opening scene, we see examples of Japanese management training and some differences in Japanese and American cultures. How would this style of management training work in the US? Why does it work in Japan? What are some examples of cultural differences? Students should be prepared to discuss cultural
differences, such as attitudes toward the company’s place in the family and the acceptance of change. Which of the following is true about value systems?Which of the following is true of value systems? they are the terminal and instrumental values that are guiding principles in an individual's life.
Which of the following is true about managers in conservative cultures?Which of the following is true of managers in conservative cultures? They constantly monitor the progress of their employees. In what way do moods differ from emotions? Unlike moods, emotions are relatively short-lived.
Which of the following is true about managers who are high on extraversion?Which of the following is true about managers who are high on extraversion? They tend to feel good about themselves and other people.
Is the degree to which individuals feel good about themselves and their capabilities?2. Self-esteem is the degree to which feel good about themselves and their capabilities.
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