三3408655248

三3408655248 - CHAPTER THREE VALUES,...

Info iconThis preview shows pages 1–2. Sign up to view the full content.

View Full Document Right Arrow Icon
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. LEARNING OBJECTIVES 1. Describe the various personality traits that affect how managers think, feel, and behave. 2. Explain what values and attitudes are and describe their impact on managerial action. 3. Appreciate how moods and emotions influence all members of an organization. 4. Describe the nature of emotional intelligence and its role in management. 5. 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. The 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
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Image of page 2
This is the end of the preview. Sign up to access the rest of the document.

Page1 / 11

三3408655248 - CHAPTER THREE VALUES,...

This preview shows document pages 1 - 2. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online