CHAPTER 2 01 Personality

VALUES,
ATTITUDES, 02 Values and Attitudes

EMOTIONS, AND 03 Moods and Emotions

ORGANIZATIONAL
CULTURE 04 Organizational
culture
 ü Particular tendencies to feel, think,
and act in certain ways that can be
used to describe the personality of
every individual
PERSONALITY
ü Manager’s personalities influence
TRAITS
their behavior and approach to
managing people and resources
BIG FIVE PERSONALITY TRAITS
 ü No single trait is right or wrong
for being an effective manager
ü Effectiveness is determined by a
MANAGERS AND complex interaction between the
TRAITS characteristics of managers and
the nature of the job and
organization in which they are
working
MANAGERS AND
TRAITS
ü Personality traits that
enhance managerial
effectiveness in one
situation may actually
impair it in another
 ü Tendency to experience
positive emotions and moods
and feel good about oneself
BIG FIVE and the rest of the world
ü Managers high in
PERSONALITY extraversion tend to be
TRAITS sociable, affectionate,
Extraversion outgoing and friendly.
ü Managers low in extraversion
tend to be less inclined
toward social interaction and
have a less positive outlook.
 ü Tendency to experience
negative emotions and moods,
feel distressed, and be critical
of oneself and others.
BIG FIVE ü High : may often feel angry
PERSONALITY and dissatisfied and complain
about their own and others’
TRAITS lack of progress
Negative affectivity ü Low : do not tend to
experience many negative
emotions and moods and are
less pessimistic and critical of
themselves and others
 ü Tendency to get along well
with others.
ü Managers high in
BIG FIVE agreeableness are likable,
PERSONALITY affectionate and care
about others.
TRAITS ü Managers with low
Agreeableness agreeableness may be
distrustful, unsympathetic,
uncooperative and
antagonistic.
 üTendency to be careful,
scrupulous, and
persevering.
BIG FIVE üManagers high in this
PERSONALITY trait are organized and
TRAITS self-disciplined
Conscientiousness üManagers low in this
trait lack direction and
self-discipline
 ü Tendency to be original, have
broad interests, be open to a
wide range of stimuli, be
daring and take risks.
BIG FIVE ü High : may be especially likely
PERSONALITY to take risks and be
TRAITS innovative in their planning
and decision making.
Openness to Experience ü Low : may be less prone to
take risks and be more
conservative in their planning
and decision making
 üBelieve that you are
responsible for your
OTHER own fate
PERSONALITY üOwn actions and
behaviors are major
TRAITS
Internal locus of control and decisive
determinants of job
outcomes
 ü The degree to which
people feel good about
themselves and their
OTHER abilities
PERSONALITY ü High self-esteem causes a
person to feel competent,
TRAITS deserving and capable.
Self-Esteem ü Persons with low self-
esteem have poor opinions
of themselves and are
unsure about their
capabilities.
 üThe extent to which
an individual has a
OTHER strong desire to
PERSONALITY perform challenging
TRAITS tasks well and meet
Need for Achievement personal standards
for excellence
 üThe extent to which
an individual is
OTHER concerned about
PERSONALITY establishing and
maintaining good
TRAITS
Need for Affiliation interpersonal
relations, being liked,
and having other
people get along
 üThe extent to
which an
OTHER
individual desires
PERSONALITY
TRAITS to control or
Need for Power influence
others
 Values

VALUES, Describe what managers try to

achieve through work and how they

ATTITUDES,
think they should behave

Attitudes
AND Capture managers’ thoughts and

MOODS AND
feelings about their specific jobs
and organizations.

EMOTIONS Moods and Emotions

Encompass how managers
actually feel when they are
managing
 Terminal Values
A personal conviction

VALUES about life-long goals

Instrumental Values
A personal conviction
about desired modes of
conduct or ways of
behaving
VALUES
Value System
ü What a person is
striving to achieve in
life and how they
want to behave
Source:
Rokeach, The
Nature of
Human Values
(New York: Free
Press, 1973).
 üAttitude – A
collection of feelings
ATTITUDES and beliefs
üJob Satisfaction
üOrganizational
Commitment
 Job Satisfaction
ü A collection of feelings and
beliefs that managers have about
their current jobs.
ATTITUDES ü Managers high on job satisfaction
have a positive view of their
jobs.
ü Levels of job satisfaction tend
increase as managers move up in
the hierarchy in an organization.
 üManagers with high
satisfaction are more likely
perform these “above and
ATTITUDES beyond the call of duty”
behaviors.
üManagers who are satisfied
with their jobs are less
likely to quit
 Organizational
Citizenship Behaviors
üBehaviors that are not
ATTITUDES required of organizational
members but that help the
firm in gaining a
competitive advantage.
 Organizational
Commitment
üThe collection of feelings
ATTITUDES
and beliefs that
managers have about
their organization as a
whole
 Organizational
Commitment
ü Believe in what their
ATTITUDES organizations are doing
ü Proud of what their organizations
stand for
ü More likely to go above and
beyond the call of duty
ü Less likely to quit
 Mood – A feeling or state of
mind
ü Positive moods provide
MOODS AND
excitement, elation, and
EMOTIONS
enthusiasm.
ü Negative moods lead to fear,
distress, and nervousness.
 Emotional Intelligence
ü The ability to understand and
manage one’s own moods and
MOODS AND emotions and the moods and
EMOTIONS emotions of other people.
ü Helps managers carry out their
interpersonal roles of
figurehead, leader, and liaison.
 Emotional Intelligence
ü Managers with a high level of
emotional intelligence are more

MOODS AND likely to understand how they are

EMOTIONS feeling and why.
ü More able to effectively manage
their feelings so that they do not
get in the way of effective
decision-making.
 üShared set of beliefs,
expectations, values,
norms, and work
routines that influence
ORGANIZATIONAL
how members of an
CULTURE organization relate to
one another and work
together to achieve
organizational goals
 ü When organizational members
share an intense commitment to
cultural values, beliefs, and
ORGANIZATIONAL routines a strong organizational
CULTURE culture exists
ü When members are not committed
to a shared set of values, beliefs,
and routines, organizational culture
is weak
 Attraction-Selection-Attrition
Framework
ü A model that explains the role that
founders’ personal characteristics play
ORGANIZATIONAL
in determining organizational culture.
CULTURE
ü 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.
 Terminal Values
Signify what an organization

ROLE OF VALUES and its employees are trying

to accomplish
AND NORMS
Instrumental Values
Guide the ways in which
the organization and its
members achieve
organizational goals
 FACTORS AFFECTING
ORGANIZATIONAL CULTURE
 SOCIALIZATION

üOrganizational socialization – process by which

newcomer’s learn an organization’s values and
norms and acquire the work behaviors necessary to
perform jobs effectively.
CEREMONIES
AND RITES
Formal events that
recognize incidents of
importance to the
organization as a
whole and to
specific employees
 ü Rites of passage –
determine how individuals
enter, advance within, or
leave the organization
ü Rites of integration –
build and reinforce common
CEREMONIES AND bonds among organizational
RITES members
ü Rites of enhancement –
let organizations publicly
recognize and reward
employees’ contributions and
thus strengthen their
commitment to
organizational values
 ü Communicate organizational
culture
ü Stories reveal behaviors that are

STORIES AND valued by the organization

LANGUAGE ü Includes how people dress, the

offices they occupy, the cars they
drive, and the degree of formality
they use when they address one
another