The Manager as a Person - PowerPoint PPT Presentation

1 / 50
About This Presentation
Title:

The Manager as a Person

Description:

Dispositional factors account for 30-50% of the differences in an ... Managers high in extraversion tend to be sociable, affectionate, outgoing and friendly ... – PowerPoint PPT presentation

Number of Views:258
Avg rating:3.0/5.0
Slides: 51
Provided by: laurabe7
Category:

less

Transcript and Presenter's Notes

Title: The Manager as a Person


1
The Manager as a Person
  • Personality, Values, Attitudes, and Culture
  • Ch. 2

2
Individual Performance Factors
  • Individual Performance
  • Individual Differences X
  • Motivation X
  • Organizational Support
  • Individual Differences the capacity to perform
  • Motivation the willingness to perform
  • Organizational support the opportunity to
    perform

3
Individual Attributes
  • Dispositional factors account for 30-50 of the
    differences in an individuals behavior
  • Examples
  • Personality traits
  • Cognitive, emotional, and physical competencies
  • Values and attitudes
  • Skills and knowledge
  • Demographic variables

4
What is personality?
  • Definition
  • Set of unique traits and other mental
    characteristics that give consistency to an
    individual's behavior across situations
  • Enduring tendencies to feel, think, and act in
    certain ways across many situations
  • Source Nature vs. Nurture?
  • What twin studies reveal
  • The role of genes
  • The role of environment, including culture
  • Gene X Environment interactions

5
Big Five Personality Traits
6
Big Five Personality Traits
  • Extraversion tendency to experience positive
    emotions and moods and feel good about oneself
    and the rest of the world
  • Managers high in extraversion tend to be
    sociable, affectionate, outgoing and friendly
  • Managers low in extraversion tend to be less
    inclined toward social interaction and have a
    less positive outlook

7
Big Five Personality Traits
  • Negative affectivity tendency to experience
    negative emotions and moods, feel distressed, and
    be critical of oneself and others
  • Also called neuroticism or emotional
    instability

8
Big Five Personality Traits
  • Agreeableness tendency to get along well with
    others
  • Managers high in agreeableness are likable,
    affectionate and care about others
  • Managers with low agreeableness may be
    distrustful, unsympathetic, uncooperative and
    antagonistic

9
Big Five Personality Traits
  • Conscientiousness
  • Tendency to be careful, scrupulous, and
    persevering
  • Managers high in this trait are organized and
    self-disciplined
  • Managers low in this trait lack direction and
    self-discipline

10
Big Five Personality Traits
  • Openness to Experience tendency to be original,
    have broad interests, be open to a wide range
    of stimuli, be daring and take risks

11
Locus of control
  • Definition the extent to which one believes
    that the things that happen to them are under
    their own or others control
  • Spheres of control personal, interpersonal, or
    sociopolitical
  • Cultural differences may determine locus of
    control

12
Internal Locus of Control
  • Tendency to locate responsibility for ones fate
    within oneself
  • Believe their own abilities and efforts control
    the things that happen to them
  • Own actions and behaviors are major and decisive
    determinants of job outcomes

13
How Internals Behave
  • Are independent, like to participate in
    decisions, are involved in work, adjust to work
    and handle job stress well, like to influence
    others, are future rather than present oriented,
    are achievement oriented, and may chafe under too
    many rules, restrictions, and rigidity

14
External Locus of Control
  • Tendency to locate responsibility for ones own
    fate in outside forces and to believe that ones
    own behavior has little impact on outcomes
  • Believe that others, situations, and fate control
    what happens to them.

15
How Externals Behave
  • They prefer structure, do not like to work
    independently, have few expectations based on
    past successes or failures, and are susceptible
    to influence attempts by others

16
Self Esteem
  • The degree to which people feel good about
    themselves and their capabilities
  • High self-esteem causes a person to feel
    competent, and capable.
  • Persons with low self-esteem have poor opinions
    of themselves and their abilities.

17
Needs
  • Need for Achievement
  • The extent to which an individual has a strong
    desire to perform challenging tasks well and 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

18
Values
  • Terminal Values
  • A lifelong goal or objective that an individual
    seeks to achieve (e.g., success or happiness)
  • Instrumental Values
  • A mode of conduct that an individual seeks to
    follow (e.g., honest or capable)
  • Value System
  • The terminal and instrumental values that are
    guiding principles in an individuals life.

19
(No Transcript)
20
Work Attitudes
  • Consistent predispositions toward events, people,
    issues, objects, etc.
  • Compared to values, attitudes are
  • More specific
  • Not as long lasting
  • Compared to moods, attitudes are
  • More long lasting

21
Work Attitudes
  • Components include
  • Affective feelings/emotions about the target
  • Cognitive beliefs or thoughts about the target
  • Behavioral actions toward the object
  • Example Employee volunteerism at work

22
What is the relationship between attitudes and
behaviors?
  • Do we act in accordance with our attitudes?
  • OR
  • Do we develop attitudes that
  • are consistent with our behaviors?

23
Theory of Reasoned Action(Ajzen Fishbein)
Behavior Outcome Expectancy
Attitudes
Behavioral Intentions
Normative Beliefs
Norms
Behaviors
24
Why do we find inconsistencies between attitudes
and behaviors?
  • Habit, moods, situational constraints, traits,
    impulses may conflict with attitudes
  • Behavior is not always intentional
  • We have different commitments to attitudes some
    are more important to us than others
  • Specific attitudes are better predictors of
    specific behaviors while general attitudes are
    not as predictive of specific behaviors

25
Do we develop attitudes that are consistent with
our behaviors?
  • Consistency principle (Cialdini)
  • People have a need for consistency between
    thinking, feelings, and behavior
  • Cognitive dissonance results if behavior and
    attitudes are not in agreement, which is a
    disturbing state for most people
  • It may be easier to change our attitudes than to
    change our behaviors to achieve consistency

26
Do we try to change attitudes or do we try to
change behaviors?
  • Changing attitudes (then behavior) requires
  • Persuasive communication
  • Changing normative beliefs and behavior-outcome
    expectancies
  • Making behaviors conscious
  • Usually lots of time

27
Do we try to change attitudes or do we try to
change behaviors?
  • Changing behaviors (then attitudes) requires
  • People to make small or approximate steps to
    behavior changes desired
  • People to behave publicly
  • People to put forth effort in the behavioral
    change
  • People to take personal responsibility for their
    actions

28
Important Work Attitudes Job Satisfaction
  • Feelings, beliefs, and intentions with regard to
    job behaviors
  • We may have a general level of job satisfaction
    or we may have specific levels of job
    satisfaction regarding work itself, work
    setting, supervisors, coworkers, pay, employment
    security, etc.

29
Issues around Job Satisfaction
  • Values and personality may determine levels of
    satisfaction and what facets of job satisfaction
    are important to individuals
  • People take a comparative approach to job
    satisfaction Satisfaction occurs when our
    expectations are met
  • Is job satisfaction a trait rather than a
    state?

30
(No Transcript)
31
What behaviors are related to job satisfaction?
  • Performance Satisfied workers are not likely to
    perform at a higher level than dissatisfied
    workers.
  • When might there be a positive relationship
    between job satisfaction and performance?
  • When situational constraints are weak when
    workers are free to vary their behaviors in
    response to attitudes
  • When a workers attitude is directly relevant to
    the behavior in question. (Remember specific
    attitudes are better able to predict specific
    behaviors

32
What behaviors are related to job satisfaction?
  • Absenteeism Satisfied workers are only slightly
    less likely to be absent than dissatisfied
    workers.
  • Need to consider whether the absenteeism is
    voluntary vs. involuntary
  • Turnover Satisfied workers are less likely to
    leave the organization than dissatisfied workers.

33
What behaviors are related to job satisfaction?
  • Organizational Citizenship (OCB) behavior that
    is above and beyond the call of duty. Examples
  • Helping coworkers, enhancement of organizational
    reputation and goodwill, protection of the
    organization, giving extra time to organizational
    projects, etc.
  • Satisfaction is positively related to OCB

34
What behaviors are related to job satisfaction?
  • Worker well-being and general happiness quality
    of life considerations for the employee
  • Workers who are generally satisfied with their
    jobs are usually happier, less stressed, and
    healthier than those who are not satisfied

35
Important Work Attitudes Organizational
Commitment
  • Organizational Commitment beliefs and feelings
    employees have toward the organization as a whole
  • Two types
  • Affective
  • Continuance

36
Important Work Attitudes Organizational
Commitment
  • Affective commitment
  • Workers are happy to be members of an
    organization
  • Workers believe in and feel good about the
    organization and what it stands for
  • Workers are attached to the organization, and
    intend to do what is good for the organization

37
Important Work Attitudes Organizational
Commitment
  • Continuance commitment
  • Workers are committed not so much because they
    want to be but because they have to be
  • The costs of leaving the organization are too
    great (e.g., income security, health benefits,
    lack of competitiveness in the labor market,
    etc.)

38
Consequences of Commitment
  • Affective
  • Greater organizational citizenship
  • Weak, negative relationship with absenteeism and
    lateness
  • Strong, negative relationship with turnover
  • Continuance
  • Not likely to result in greater organizational
    citizenship
  • Strong, negative relationship with turnover
    (feel stuck within the organization)

39
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
  • Emotion
  • Intense, relatively short-lived feelings

40
Emotional Intelligence
  • Emotional Intelligence
  • The ability to understand and manage ones own
    moods and emotions and the moods and emotions of
    other people.
  • Helps managers carry out their interpersonal
    roles of figurehead, leader, and liaison.

41
Model of Emotional Intelligence
Self Management
Self Awareness
Managing Self
Emotional Trigger
Emotional Response
Behavioral Response
Managing Others
Social Awareness
Relationship Management
42
Organizational Culture
  • Shared set of assumptions, beliefs, expectations,
    values, norms, and work routines that influence
    how members of an organization relate to one
    another and work together to achieve
    organizational goals

43
Scheins Three Levels of Organizational Culture
Artifacts and behaviors
Visible, but difficult to decipher
Some awareness
Values
Taken for granted
Assumptions
44
Levels of Culture
Manifest culture
Manifest
Expressed Values
Expressed Values
Basic Assumptions
water line
Basic Assumptions
Onion
Iceberg
45
Organizational Culture
  • Attraction-Selection-Attrition Framework
  • A model that explains how personality may
    influence organizational culture.
  • Founders of firms tend to hire employees whose
    personalities that are to their own
  • Managers determine and shape organizational
    culture through the kinds of values and norms
    they promote in an organization

46
Factors Affecting Organizational Culture
47
Socialization
  • Organizational socialization process by which
    newcomers learn an organizations values and
    norms and acquire the work behaviors necessary to
    perform jobs effectively

48
Ceremonies and Rites
  • Formal events that recognize incidents of
    importance to the organization as a whole and
    to specific employees

49
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

50
Stories and Language
  • Communicate organizational culture
  • Stories 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
Write a Comment
User Comments (0)
About PowerShow.com