VALUES, ATTITUDES, EMOTIONS AND ORGANIZATIONAL
CULTURE: THE MANAGER AS A PERSON
OVERVIEW OF CHAPTER
This chapter focuses upon the manager as a feeling, thinking human being.
We start by
describing enduring personality characteristics that influence how managers ‘manage,” as
well as how they view other people, their organizations, and the world around them. We
discuss as well how managers’ values, attitudes, and moods play out in organizations, shaping
organizational culture. This chapter provides a strong appreciation of how the personal
characteristics of managers influence the process of management in general, and
organizational culture in particular.
Describe the various personality traits that affect how managers think, feel, and behave.
Explain what values and attitudes are and describe their impact on managerial action.
Appreciate how moods and emotions influence all members of an organization.
Describe the nature of emotional intelligence and its role in management.
Define organizational culture and explain how managers both create, and are influenced
by, organizational culture.
A MANAGER’S CHALLENGE:
EMPLOYEES COME FIRST AT PAETEC
PAETAC Communications is a privately owned broadband telecommunications company that
provides local, long distance, and Internet services in 27 markets across the U.S. In the face of
its troubled industry, PAETAC has experienced a phenomenal growth rate. This earned the
company the number two spot on Deloitte Technology’s Fast 100 list, which ranks the
technology industry’s top 500 fastest growing companies in North America.
PAETAC’s growth and ongoing success are a tribute to the values of its five founders and the
culture they created. Arunas Chesonis, a founder and current CEO, believes that when a
company takes good care of its employees, they will take good care of their customers.
CEO upholds this value by helping employees attain a well-balanced work and family life,
providing recognition and admiration, fostering open communication, encouraging helping
behavior, and insisting upon equality. Relatively low differentials between management and
non-management pay, payment of company-wide bonuses, company-wide conference calls in
which up-to-date information is shared, and special awards to recognize exceptional
performance are examples of how Chesonis has put his values into practice in the workplace.
PAETAC’s culture, which reflects its employee-centered approach, makes good business
sense. Employees at PAETAC really want the company to continue to grow and succeed, and
are therefore highly committed to providing the best possible service to customers.
Jones, Contemporary Management, Fourth Edition