Values, Attitudes, Emotions and Culture:

The Manager as a Person

Chapter 2
Learning Objectives
• 2-1. Describe the various personality traits that affect how
managers think, feel, and behave.
• 2-2. Explain what values and attitudes are, and describe their
impact on managerial action.
• 2-3. Appreciate how moods and emotions influence all
members of an organization.
• 2-4. Describe the nature of emotional intelligence and its role
in management.
• 2-5. Define organizational culture, and explain how managers
both create and are influenced by organizational culture.

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Enduring Characteristics: Personality Traits

• Personality Traits

Enduring tendencies to feel, think, and act in certain ways

• Managers’ personalities influence their behavior and approach to

managing people and resources.

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Managers 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.

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TOPICS FOR DISCUSSION (1 of 3)
• Discuss why managers with different types of personalities
can be equally effective and successful. [LO 2-1]

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 Big Five Personality Traits (1 of 6)
Figure 2.1
Managers’ personalities can
be described by determining
which point on each of these
dimensions best characterizes
the manager in question.

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Big Five Personality Traits (2 of 6)
• Extraversion

Tendency to experience positive emotions and moods and feel good about
oneself and the rest of the world
• High Low
• Sociable
• Less inclined toward social
• Affectionate
interaction
• Outgoing
• Less positive outlook
• friendly

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Big Five Personality Traits (3 of 6)
• Negative affectivity
Tendency to experience negative emotions and moods, feel
distressed, and be critical of oneself and others
• • High
• Feel angry
• Dissatisfied

• Low
• Less pessimistic and
• Less critical of themselves
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 Big Five Personality Traits (4 of 6)
• Agreeableness • High
• Likable
Tendency to get along well with • Affectionate
others • Care about others

• Low
• Distrustful
• Unsympathetic
• Uncooperative
• Antagonistic

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 Big Five Personality Traits (5 of 6)
• Conscientiousness • High
Tendency to be careful, • Organized
scrupulous, and persevering • Self-disciplined

• Low
• Lack of direction and self-
discipline

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 Big Five Personality Traits (6 of 6)
• Openness to Experience • High
Tendency to be original, have broad
interests, be open to a wide range of
• Innovative in decision
stimuli, be daring, and take risks making

•
• Low
Less prone to take risks

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 Measures of Extraversion, Agreeableness,
Conscientiousness, and Openness to Experience
• Figure 2.2

• Jump to Appendix 1 for long description.

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• Source: L. R. Goldberg, Oregon Research Institute, [Link] Reprinted with permission.
Exercise: Self-assessment

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Other Personality Traits (1 of 6)
• Internal Locus of Control
• Tendency to locate responsibility for one’s fate within oneself
• Own actions and behaviors are major and decisive determinants of
job outcomes

• External Locus of Control

Tendency to locate responsibility for one’s own fate in outside forces
and to believe that one’s own behavior has little impact on
outcomes

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 Other Personality Traits (3 of 6)
• Self-Esteem • High
The degree to which people feel
• Competent and capable
good about themselves and their
capabilities

• Low
• Poor opinions of themselves and
abilities

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Other Personality Traits (4 of 6)
• Need for Achievement
The extent to which an individual has a strong desire to perform
challenging tasks well and to meet personal standards for excellence

• 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

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Values, Attitudes, and Moods and Emotions

• Values
What managers try to achieve through work and how they think
they should behave

• Attitudes
Managers’ thoughts and feelings about their specific jobs and
organizations

• Moods and Emotions

How managers actually feel when they are managing

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Values
• Terminal Values
A lifelong goal or objective that an individual seeks to achieve
• Instrumental Values
• A mode of conduct that an individual seeks to follow
• 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
• Value System
• The terminal and instrumental values that are guiding principles in an individual’s life

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Attitudes (1 of 3)
• Attitudes
Collection of feelings and beliefs

• Job Satisfaction
Collection of feelings and beliefs that managers have about their
current jobs
• Managers high on job satisfaction like their jobs, feel that they
are being fairly treated, and believe that their jobs have many
desirable features.

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 Two Measures of Job Satisfaction
• From Figure 2.3 • On my present job, this is how I feel about . . .
1. Being able to do things that don't go against my conscience.
• Sample items from the Minnesota Satisfaction
2. The way my job provides for steady employment.
Questionnaire: People respond to each of the items in
the scale by checking whether they are: 3. The chance to do things for other people.
4. The chance to do something that makes use of my abilities.
• very dissatisfied,
5. The way company policies are put into practice.
• dissatisfied, 6. My pay and the amount of work I do.
• can’t decide whether satisfied or not, satisfied, or 7. The chances for advancement on this job.

• very satisfied. 8. The freedom to use my own judgment.

9. The working conditions.
[Link] way my coworkers get along with each other.
[Link] praise I get for doing a good job.
[Link] feeling of accomplishment I get from the job.
• Source: D. J. Weiss et al., Manual for the Minnesota
Satisfaction Questionnaire. Copyrighted by the Vocational
Psychology Research, University of Minnesota; copyright
©1975 by the American Psychological Association. Adapted
by permission of R.B. Dunham and J.B. Brett.

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24
Attitudes (2 of 3)
• Organizational Citizenship Behaviors
Behaviors that are not required of organizational members but
contribute to and are necessary for organizational efficiency,
effectiveness, and competitive advantage

• Organizational Commitment
The collection of feelings and beliefs that managers have about
their organization as a whole

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TOPICS FOR DISCUSSION (2 of 3)

• Can managers be satisfied with their job? Can they

be too committed to their organizations? Why or
why not? [LO 2-2]

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 Moods and Emotions

• Mood
A feeling or state of mind

• Emotion
Intense, relatively short-lived
feelings

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A Measure of Positive and Negative
Figure 2.4

• 28
Jump to Appendix 2 for long image description.
TOPICS FOR DISCUSSION (3 of 3)
• Assume that you are a manager of a restaurant. Describe
what it is like to work for you when you are in a negative
mood. [LO 1-3]

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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

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Organizational Culture (1 of 2)
• Organizational Culture
Shared set of beliefs, expectations, values, norms, and work routines
that influence how members of an organization relate to one another and
cooperate to achieve organizational goals

• Attraction-Selection-Attrition Framework
A model that explains how personality may influence organizational
culture

• Founders of firms tend to hire employees whose personalities are

similar to their own.

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Role of Values and Norms (1 of 3)
• Terminal Values
Signify what an organization and its employees are trying to
accomplish

• Instrumental Values
Guide how the organization and its members achieve organizational
goals
• Managers determine and shape organizational culture through
the kinds of values and norms they promote in an organization.
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[Link] 33
Factors That Maintain and Transmit Organizational Culture

• Figure 2.6

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Roles of Values and Norms (2 of 3)
• Organizational Socialization
Process by which newcomers 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

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 Ceremonies and Rites (1 of 3)

• Rites of Passage
Determine how individuals enter, advance within, or leave the
organization

• Rites of Integration
Build and reinforce common bonds among organizational members

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Ceremonies and Rites (2 of 3)
• Rites of Enhancement

• Let organizations publicly recognize and reward employees’

contributions and thus strengthen their commitment to
organizational values

• Awards dinners, newspaper releases, employee promotions

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Ceremonies and Rites (3 of 3)
• Stories and Language

• Communicate organizational culture

• Reveal behaviors that are valued by the organization

• Includes how people dress, the offices they occupy, the cars they
drive, and the degree of formality they use when they address one
another

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 Culture and Managerial Action (1 of 2)
• Planning • Organizing
–Innovative organizational
•Innovative organizational culture culture
•Top managers take a flexible approach • Managers create an organic
and encourage the participation of structure that is flat and
subordinates. decentralized.
–Conservative organizational
•Conservative organizational culture
culture • Managers create a well-defined
•Top-down management is emphasized. hierarchy of authority and
establish clear reporting
relationships.
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 Culture and Managerial Action (2 of 2)
• Leading • Controlling
•Innovative organizational –Innovative organizational
culture culture
•Managers encourage employees to •Managers recognize that there are
take risks and experiment and are multiple, potential paths to success
supportive regardless of success or and that failure must be accepted in
failure. order for creativity to thrive.
•Conservative organizational –Conservative organizational
culture culture
•Managers use objectives and •Managers emphasize caution and
constantly monitor progress toward maintenance of the status quo.
goals.
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BE THE MANAGER
• What are you going to do to both retain valued employees
and alleviate the excessive conflict and negative feelings in
these departments? [LOs 2-1, 2-2, 2-3, 2-4, 2-5]

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Thank you!