ODETTE LEH V. CARAGOS

Transcription

1 ODETTE LEH V. CARAGOS

2 Learning Objectives After this module, you should be able to: Describe the various personality traits that affect how managers think, feel, and behave. Explain what values, attitudes, and moods and emotions are and describe their impact on managerial action. Illustrate how ethics help managers determine the right or proper way to behave when dealing with different stakeholder groups. Define organizational culture and explain the role managers play in creating it. Explain why managers should strive to create ethical organizational cultures.

3 Outline Enduring Characteristics: Personality Traits The Big Five Personality Traits Other Personality Traits that Affect Managerial Behavior Values, Attitudes, and Moods and Emotions Values: Terminal and Instrumental Attitudes Moods and Emotions Emotional Intelligence

4 Outline Ethics and Stakeholders Which Behaviors Are Ethical Why Would Managers Behave Unethically Toward Other Stakeholders? Sources of an Organization s Code of Ethics Organizational Culture How Managers Influence Organization Culture Ethical Organizational Cultures Social Responsibility Summary and Review

5 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.

6 The Big Five Personality Traits Source:

7 Manager s personalities can be described by determining which point on each of the following dimensions best characterizes the manager in question: Openness Conscientiousness Extraversion Agreeableness Neuroticism Imaginative or practical Organized or disorganized Sociable or retiring Softhearted or ruthless (emotional instability) Calm or anxious Interested in variety or routine Independent or conforming Careful or careless Disciplined or impulsive Fun-loving or somber Energetic or reserved Trusting or suspicious Helpful or uncooperative Secure or insecure Self-satisfied or selfpitying

8 Traits and Managers Successful managers vary widely on the Big Five. It is important to understand these traits since it helps explain a manager s approach to planning, leading, organizing, etc. Managers should also be aware of their own style and try to tone down problem areas.

9 Other Personality Traits Internal Locus of Control The tendency to locate responsibility for one s own fate within oneself People believe they are responsible for their fate and see their actions as important to achieving goals.

10 Other Personality Traits External Locus of Control The tendency to locate responsibility for one s fate within outside forces and to believe that one s own behavior has little impact on outcomes People believe external forces decide their fate and their actions make little difference.

11 Other Personality Traits 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 self-esteem have poor opinions of themselves and their abilities.

12 Other Personality Traits Need for Achievement The extent to which an individual has a strong desire to perform challenging tasks well and meet personal standards for excellence

13 Other Personality Traits 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

14 Values, Attitudes, and Moods and Emotions Values Describe what managers try to achieve through work and how they think they should behave Attitudes Capture managers thoughts and feelings about their specific jobs and organizations. Moods and Emotions Encompass how managers actually feel when they are managing

15 Values Terminal Values A personal conviction about life-long goals A sense of accomplishment, equality, and self-respect. Instrumental Values A personal conviction about desired modes of conduct or ways of behaving Being hard-working, broadminded, capable. Value System The terminal and instrumental values that are the guiding principles in an individual s life.

16 Terminal and Instrumental Values Source: Rokeach, The Nature of Human Values (New York: Free Press, 1973).

17 Values Ranking of Executives, Union Members, and Activists (Top Five Only) Executives Union Members Activists TERMINAL INSTRUMENT AL TERMINAL INSTRUMENT AL TERMINAL INSTRUMENT AL Self-Respect Honest Family Security Responsible Equality Honest Family Security Responsible Freedom Honest A world of peace Helpful Freedom Capable Happiness Courageous Family Security Courageous A sense of accomplishme nt Ambitious Self-Respect Independent Self-Respect Responsible Happiness Independent Mature love Capable Freedom Capable Source: Based on W. C. Frederick and J. Weber, The Values of Corporate Managers and Their Critics: An Empirical Description and Normative Implications, in Business Ethics: Research Issues and Empirical Studies, ed. W. C. Frederick and L. E. Preston (Greenwich, CT: JAI Press, 1990), pp

18 Asian Values North America East and Southeast Asia Networked relations: based on self-interest Relationships viewed with immediate gains Enforcement relies on institutional law Governed by guilt (internal pressures on performance) Guanxi relations: based on reciprocation Relationships meant to be longterm and enduring Enforcement relies on personal power and authority Governed by shame (external pressures on performance)

19 Generational Differences The Elders (those over 60) Core values: Belief in order, authority, discipline, and the Golden Rule. Baby Boomers (born mid-1940s to mid-1960s) Autonomous rebels, anxious communitarians, connected enthusiasts, disengaged Darwinists.

20 Generational Differences Generation X (born mid- 1960s to early 1980s) Thrill-seeking materialists, aimless dependents, social hedonists, new Aquarians, autonomous post-materialists. The Ne(x)t Generation (born between 1977 and 1997) Creators, not recipients. Curious, contrarian, flexible, collaborative, high in self-esteem. Source: html

21 Five Reasons Employees Commit Themselves They are proud of [the company s aspirations, accomplishments, and legacy; they share its values. They know what each person is expected to do, how performance is measured, and why it matters. They are in control of their own destinies; they savour the high-risk, highreward work environment. They are recognized mostly for the quality of their individual performance. They have fun and enjoy the supportive and highly interactive environment.

22 Attitudes Attitudes A collection of feelings and beliefs. 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.

23 Sample Items from Two Measures of Satisfaction Source: R.B. Dunham and J. B. Herman, Development of a Female Face Scale for Measuring Job Satisfaction. Journal of Applied Psychology 60 (1975):

24 Attitudes 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 perform these above and beyond the call of duty behaviors. Managers who are satisfied with their jobs are less likely to quit.

25 Attitudes 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. Commitment can lead to a strong organizational culture. Commitment helps managers perform their figurehead and spokesperson roles. The commitment of international managers is affected by job security and personal mobility.

26 A Measure of Organizational Commitment Source: L. W. Porter and F. J. Smith, Organizational Commitment Questionnaire, in J. D. Cook, S. J. Hepworth, T. D. Wall, and P. B. Warr, eds., The Experience of Work: A Compendium and Review of 249 Measures and Their Use (New York: Academic Press, 1981),

27 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. Current situations and a person's basic outlook affect a person s current mood. A manager s mood affects their treatment of others and how others respond to them. Subordinates perform better and relate better to managers who are in a positive mood.

28 A Measure of Positive and Negative Mood at Work Source: A. P. Brief, M. J. Burke, J. M. George, B. Robinson, and J. Webster, Should Negative Affectivity Remain an Unmeasured Variable in the Study of Job Stress? Journal of Applied Psychology 73 (1988):

29 Emotional Intelligence The ability to understand and manage one s own moods and emotions and the moods and emotions of other people. Assists managers in coping with their own emotions. Helps managers carry out their interpersonal roles of figurehead, leader, and liaison.

30 Sources George, Jennifer M. and Jones, Garreth R., CONTEMPORARY MANAGEMENT, The McGraw-Hill Companies, Inc., Nancy Langton and Stephen P. Robbins, FUNDAMENTALS OF ORGANIZATIONAL BEHAVIOUR, Third Canadian Edition, Pearson Education Canada, 2007

31 Thank you for your attention