Title: The Manager as a Person
1The Manager as a Person
- Personality, Values, Attitudes, and Culture
- Ch. 2
2Individual 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
3Individual 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
4What 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
5Big Five Personality Traits
6Big 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
7Big 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
8Big 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
9Big 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
10Big 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
11Locus 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
12Internal 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
13How 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
14External 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.
15How 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
16Self 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.
17Needs
- 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
18Values
- 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.
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20Work 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
21Work 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
22What 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?
23Theory of Reasoned Action(Ajzen Fishbein)
Behavior Outcome Expectancy
Attitudes
Behavioral Intentions
Normative Beliefs
Norms
Behaviors
24Why 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
25Do 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
26Do 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
27Do 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
28Important 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.
29Issues 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?
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31What 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
32What 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.
33What 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
34What 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
35Important Work Attitudes Organizational
Commitment
- Organizational Commitment beliefs and feelings
employees have toward the organization as a whole - Two types
- Affective
- Continuance
36Important 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
37Important 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.)
38Consequences 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)
39Moods 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
40Emotional 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.
41Model of Emotional Intelligence
Self Management
Self Awareness
Managing Self
Emotional Trigger
Emotional Response
Behavioral Response
Managing Others
Social Awareness
Relationship Management
42Organizational 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
43Scheins Three Levels of Organizational Culture
Artifacts and behaviors
Visible, but difficult to decipher
Some awareness
Values
Taken for granted
Assumptions
44Levels of Culture
Manifest culture
Manifest
Expressed Values
Expressed Values
Basic Assumptions
water line
Basic Assumptions
Onion
Iceberg
45Organizational 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
46Factors Affecting Organizational Culture
47Socialization
- Organizational socialization process by which
newcomers learn an organizations values and
norms and acquire the work behaviors necessary to
perform jobs effectively
48Ceremonies and Rites
- Formal events that recognize incidents of
importance to the organization as a whole and
to specific employees
49Ceremonies 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
50Stories 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