02+org+culture+Diversity+and+Ethics

02+org+culture+Diversity+and+Ethics - Organizational...

Info iconThis preview shows pages 1–7. Sign up to view the full content.

View Full Document Right Arrow Icon
Click to edit Master subtitle style Organizational Culture, Diversity, Ethics, and Managers Professor Arnold with much from Schein, Christensen, Nichols, and many others Note: Several Slides in this lecture adapted from the course text.
Background image of page 1

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

View Full DocumentRight Arrow Icon
Managers and Personality tendency to experience positive emotions and moods and feel good about oneself and the rest of the world tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others tendency to get along well with others tendency to be careful, scrupulous, and persevering tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks “The Big Five” § Personality traits that enhance managerial effectiveness in one situation may actually impair it in another
Background image of page 2
Other Personality Traits § Internal locus of control § Belief that you are responsible for your own fate § Own actions and behaviors are major and decisive determinants of job outcomes § External locus of control § Believe that outside forces are responsible for what happens to and around them § Do not think their own actions make much of a difference § Self-Esteem § The degree to which people feel good about themselves and their capabilities § High self-esteem causes a person to feel competent, deserving and capable. § Persons with low self-esteem have poor opinions of themselves and are unsure about their capabilities. § 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 Power § The extent to which an individual desires to control or influence others § Need for Affiliation § The extent to which an individual is concerned about establishing and maintaining good
Background image of page 3

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

View Full DocumentRight Arrow Icon
Values (Terminal and Instrumental) Describe what managers try to achieve through work and how they think they should behave A personal conviction about life- long goals A personal conviction about desired modes of conduct or ways of behaving
Background image of page 4
Attitudes Capture managers’ thoughts and feelings about their specific jobs and organizations. § 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. § Organizational Citizenship Behaviors § Behaviors that are not required of organizational members but that help the firm in gaining a competitive advantage. § Organizational Commitment § The collection of feelings and beliefs that managers have about their organization as a whole
Background image of page 5

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

View Full DocumentRight Arrow Icon
Mood at Work Mood A feeling or state of mind. Positive moods provide excitement, elation, and enthusiasm.
Background image of page 6
Image of page 7
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 01/09/2011 for the course SMG 121 taught by Professor Arnold during the Spring '08 term at BU.

Page1 / 26

02+org+culture+Diversity+and+Ethics - Organizational...

This preview shows document pages 1 - 7. Sign up to view the full document.

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