Group 12 Attitudes, Values, Ethics, and Culture: The Manager as a Person

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.

The Big Five Personality Traits Extroversion

The tendency to experience positive emotions and moods and to feel good about oneself and the rest of the world. -managers high on this trait are sociable and friendly. Negative Affectivity

The tendency to experience negative emotions and moods, to feel distressed, and to be critical of oneself and others. -managers high on this trait are often critical and feel angry with others and themselves. Agreeableness The tendency to get along well with other people. -managers high on this trait are likable, and care about others. Conscientiousness The tendency to be careful, scrupulous, and persevering -managers high on this trait are organized and self- disciplined Openness to Experience

The tendency to be original, have broad interests, to be open to a wide range of stimuli, be daring, and take risks -managers who are high on this trait may be especially likely to take risks and be innovative on their planning and decision making

Other Personality Traits that Affect Managerial Behavior Internal Locus of Control

The tendency to locate responsibility for ones own fate within oneself. People believe they are responsible for their fate and see their actions as important to achieving goals. -some managers with an internal locus of control see the success of the whole organization resting on their shoulders External Locus of Control

The tendency to locate responsibility for ones fate within outside forces and to believe that ones own behavior has little impact on outcomes. People believe external forces decide their fate and their actions make little difference. As such, they tend not to intervene to try to change a situation or solve a problem, leaving it to someone else. 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 selfesteem have poor opinions of themselves and their abilities. Need for Achievement

The extent to which an individual has a strong desire to perform challenging tasks well and meet personal standards for excellence. People with a high need for achievement often set clear goals for themselves and like to receive performance feedback. 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 These are beliefs that guide our behavior. Values makes us accept things and reject others. This also describe what managers try to achieve through work and how they think they should behave. Two Types of Personal Values Terminal Values - a personal conviction about life-long goals and objectives that an individual seeks to achieve. Ex. sense of accomplishment, equality, and self respect Instrumental Values - a personal conviction about desired modes of conduct that an individual seeks to follow. Ex. hardworking, honest, logical Attitudes An attitude is a collection of feelings and beliefs. Attitudes are also the manifestation of our values. It is the way how we show our thoughts and feelings to others. 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. 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 to perform these above and beyond the call of duty behaviors like putting extra hours to finish their work. Likewise, managers who are satisfied with their jobs are less likely to quit. 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. This commitment can lead to a strong organizational culture. Organizational commitment can help managers to perform some of their figurehead and spokesperson roles.

Mood A feeling or state of mind. Moods differ from emotions in that they are less intense. Positive moods- provide excitement, elation, and enthusiasm. Negative moods- lead to fear, distress, and nervousness.

Emotions Another kind of feeling state that is more intense than moods. Emotional Intelligence The ability to understand and manage ones own moods and emotions and the moods and emotions of other people. Managers with high level of emotional intelligence are more likely to understand how they are feeling and why, and are more able to effectively manage their feelings.

Ethics Moral principles or beliefs about what is right or wrong. Ethics guide managers in their dealings with stakeholders and others when the best course of action is unclear. Ethical Decision Models Utilitarian Model -An ethical decision is one that produces the greatest good for the greatest number of people. Moral Rights Model -An ethical decision is one that best maintains and protects the fundamental rights and privileges of the people affected by it. Justice Model -An ethical decision is one that distributes benefits and harms among stakeholders in a fair, equitable, or impartial way.

Ethical versus Unethical Decisions Ethical Decision -A decision that is reasonable or typical stakeholders would find acceptable because it aids stakeholders, the organization, or society.

Unethical Decision -A decision that a manager would prefer to disguise or hide from other people because it enables the company or a particular individual to gain at the expense of society or other stakeholders.

Sources of An Organizations Code of Ethics Societal Ethics -Standards that govern how members of a society are to deal with each other on ethical issues -Based on values and standards found in societys legal rules, norm, and mores Professional ethics -Standards that govern how members of a profession are to make decision when the way they should behave is not clear-cut -the values and standards that managers and workers use to decide how to behave appropriately Individual ethics -Personal standards that govern how individuals are to interact with other people -Influenced by family, upbringing in general, and life experiences