Chap2StudyGuide - CHAPTER 2 . VALUES, ATTITUDES’,...

Info iconThis preview shows pages 1–12. Sign up to view the full content.

View Full Document Right Arrow Icon
Background image of page 1

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

View Full DocumentRight Arrow Icon
Background image of page 2
Background image of page 3

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

View Full DocumentRight Arrow Icon
Background image of page 4
Background image of page 5

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

View Full DocumentRight Arrow Icon
Background image of page 6
Background image of page 7

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

View Full DocumentRight Arrow Icon
Background image of page 8
Background image of page 9

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

View Full DocumentRight Arrow Icon
Background image of page 10
Background image of page 11

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

View Full DocumentRight Arrow Icon
Background image of page 12
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: CHAPTER 2 . VALUES, ATTITUDES’, EMOTIONS, AND CULTURE: The Manager as a Person LEARNING OBJECTIVES After studying this chapter, you should be able to: '3' 1 Describe the various personality traits that affect how managers think, feel, and behave. 4° 2 Explain what values and attitudes are and describe their impact on managerial action. *3 3 Appreciate how moods and emotions influence all members of an organization. *8 4 Describe the nature of emotional intelligence and its role in management. . *3 5 Define organizational culture and explainhow managers both create and are influenced by organizational culture. OUTLINE +3 1 Describe the various personality traits that affect how managers think, feel, and behave I. Enduring Characteristics: Personality Traits Personality traits are tendencies to think, feel, and act in ways that can be used to describe the personality of the individual. A. The big five personality traits 1; Extraversion — experiencing positive emotions and moods; managers who score low on this dimension are called introverts 2. Negative affectivity - experiencing negative emotions and moods 3. Agreeableness — the tendency to get along well with others 4. Conscientiousness — the tendency to be careful and persevering 5. Openness to experience — willing to take risks 19 B. Other personality traits that affect managerial behavior 1. Locus of control -- a feeling about how much control the individual has about what happens to him a. Internal locus of control — the individual believes that he is responsible for what happens to him b. External locus of control — the individual believes that outside forces are responsible for what happens to him 2. Self—esteem — the degree to which an individual feels good about himself 3. Needs for achievement, affiliation, and power (McClelland) a. Need for achievement — the degree to which a person feels a strong desire to perform challenging tasks well b. Need for affiliation — the degree to which a person wants to maintain good interpersonal relationships c. Need for power — the degree to which a person wants to control others 4' 2 Explain what values and attitudes are and describe their impact on managerial action II. Values, Attitudes, and Moods and Emotions Values describe how managers feel they should act. Attitudes describe how people think and feel about their job. Moods and emotions describe how managers feel when they are managing. A. Values: terminal and instrumental 1. Terminal values - lifelong goals or objectives 2. Instrumental values — a conviction about how you should behave B. Attitudes — a collection of feelings and beliefs 1. Job satisfaction — feelings and beliefs about one’s job and one’s organization 2. Organizational citizenship behavior — behaviors that are not required of managers but that contribute to the organization’s effectiveness 3. Organizational commitmen — feelings that managers have about their organization 4' 3 Appreciate how moods and emotions influence all members of an organization C. Moods and emotions 1. Mood — a feeling or state of mind 2. Emotions — more intense feelings than moods *3 4 Describe the nature of emotional intelligence and its role in management D. Emotional intelligence — the ability to understand one’s own moods and emotions and the moods and emotions of others 20 *i‘ 5 Define organizational culture and explain how managers both create . and are influenced by organizational Culture 111. Organizational Culture Organizational culture deals with shared beliefs, values, norms, and work routines that influence how workers interact with one another. A. Managers and organizationalculture 1. Schneider’s model of attraction-selection—attrition (ASA) —- founders of organizations tend to hire employees that have personalities that are similar to their own personality. B. The role of values and norms in organizational culture 1. Terminal values describe what the organization is trying to accomplish 2. Instrumental values guide the ways in which workers attempt to achieve organizational goals Norms define how workers are supposed to behave on the job 4. Values of the founder — the values of the founder of an organization frequently have profound effect on the organizational culture 5. Socialization -— the process by which new workers learn the organization’s values and norms 6.’ Ceremonies and rites — formal events that recognize important incidents to the organization and to specific workers a. Rites of passage — how people enter, advance within, and leave the organization . b. Rites of integration — shared activities of the organization (e. g. office parties, company cookouts, etc.) c. Rites of enhancement - awards dinners, newspaper releases, worker promotions that reward the contributions of individual workers (1. Stories and language — communicate the history of the culture of the organization C. Culture and managerial action — culture shapes the behavior of all employees 1. Planning — how much do managers participate in the planning activities of the organization? 2. Organizing - Does the organization have a flat structure with few levels of management or a tall structure that has centralized levels of authority? 3. Leading — What example does top management set for employees? _ 4. Controlling — How does the organization respond when managers take risks and fail? 54" 21 MATCHING Directions: Select the term that best identifies the statement listed below. Place the letter of the correct term in the space provided. A. Schneider B. Internal locus of control C. Organizational socialization D. Personality traits E. Rights of integration F. Extraversion G. Need for achievement 1. Organizational commitment J. Instrumental value K. Terminal value L. Negative affectivin M. Need for affiliation N. Conscientiousness 0. Rites of passage H. External locus of control 1. Enduring characteristics that influence how managers think, feel, and act both on and off the job. 2. The tendency to experience positive emotions and to be sociable and outgoing. 3. The tendency to experience negative emotions and to be critical of oneself and others. 4. The tendency to be careful and to persevere when working on tasks. 5. Managers believe that they are responsible for what happens to them. 6. Managers believe that outside forces beyond their control are responsible for what happens to them. 7. The extent to which a manager has a strong desire to perform challenging tasks well in terms of standards of excellence. 8. The extent to which a manager wants to be liked and to have others work well together. 9. A personal conviction about lifelong goals or objectives 10. A personal conviction about how one is supposed to acton the job. 11. The set of beliefs and feelings that managers have about their organization. 22 12. Developed the ASA model of organizational culture (attraction— selection-attrition) 13. The process by which new employees learn the values and norms that are expected for their behavior at their new organization. 14. These socialization activities determine how managers enter the organization, advance within the organization, and leave the organization. 15. These activities forge common bonds among employees so that employees feel that they are a special part of the organization. TRUE OR FALSE Directions: Write T (true) or F (false) in the space provided. 9:. 1 l. The so-called “big five personality traits” can each be viewed as a continuum along which every manager falls. 2. A personality trait that helps a manager in one situation may actually hinder that manager’s effectiveness in a different situation. 3. Managers who are low on extraversion are called extroverts. 4. Scoring low on agreeableness is important for managers who are required to develop close relationships with their subordinates. 5. A manager who has an external locus of control feels that he is responsible for his own fate on the job. 6. A manager who has an internal locus of control feels that outside forces beyond his control are responsible for his fate on the job. 7. A high need for affiliation is always desirable for managers. '1' 2 8. Moods and emotions describe how managers feel when they are managing others. 0 0.0 3 9. Emotions are less intense feelings than a manager’s moods. 10. Negative moods can sometimes create an advantage for a manager. 23 "’ 4 O 11. Managers with a low level of emotional intelligence are more likely to understand how they feel and why they feel that way. *3 5 12. Managers play a very important part in influencing an organization’s culture. 13. The ASA model of organizational culture was developed by Schneider. 14. Shared norms among the managers of an organization are a very important part of organizational culture. 15. Managers who try to create an innovative culture are likely to try to create a centralized organizational structure with many levels of management. MULTIPLE CHOICE Directions: Write the letter of the best answer in the space provided. 4. 1 l. The specific tendencies of managers to think, feel, and act in certain ways . that describe their personality are called: a- personality traits. b. locus of control. c. organizational culture. d. conscientiousness. 2. The tendency to be outgoing and friendly is called: a. conscientiousness. b. extraversion. c. agreeableness. d. introversion. 3. Managers who are high on'extraversion tend to be: a. outgoing. b. friendly. 0. sociable. d. all of these. 24 4. The tendency to get along well with others is called: a. conscientiousness. b. introversion. c. agreeableness. d. openness to experience. 5. A manager who believes that she herself is responsible for what happens to her on the job has: a. agreeableness. b. an internal locus of control c. conscientiousness. d. an external locus of control. 6. A manager who believes that outside forces beyond his control are responsible for what happens to him on the job has: an external locus of control. organizational commitment. openness to experience. an internal locus of control. 999‘?” 7. The degree to which a manager has a strong desire to perform challenging assignments well and who has high standards of excellence in his work behavior has a high: a. need for power. b. job satisfaction. c. need for achievement. d. need for affiliation. 8. The degree to which a manager feels the need to control the behavior of subordinates represents that manager’s: a. need for achievement. b. need for affiliation. c. job satisfaction. d. need for power. '3' 2 9. Informal rules of conduct that describe how a manager is supposed to behave on the job are called: a. values. b. moods. c. norms. d. emotions. 25 10. The set of feelings and beliefs that a manager has about her current job is known as that manager’s: a. organizational commitment. b. emotional intelligence. c. organizational culture. (1. job satisfaction. 11. Behaviors that are not required for managers on the job but which are essential for the efficiency and effectiveness of the organization are called: a. OCBs. b. emotional intelligence. c. job satisfaction. d. conscientiousness. *2. 3 12. A manager’s feeling or state of- mind is called that manager’s”: a values. b. mood. c. self-esteem. d. emotions. 0:9 4 13. A manager’s ability to understand and manage his own moods and emotions and the moods and emotions of others is called that manager’s: a. emotional intelligence. b. self—esteem. c. organizational commitment. (1. job satisfaction. +1. 5 14. The shared set of beliefs, expectations, values, and work routines that influence how managers relate to each other and work together is called: a. job satisfaction. b. self-esteem. c. organizational culture. (1. extraversion. 15. Activities that define how a newly—hired accountant needs to act in order to adjust to her new company are called: a rites of integration. b rites of passage. (3. ceremonies. d. rites of enhancement. 26 ESSAY QUESTIONS '3' 1 1. Compare and contrastwhat is meant by a manager’s internal or external locus of control. '3' 2 2. Compare and contrast a manager’s terminal values with her instrumental values. 9:. 3 3. Sometimesa manager’s negative moods can work to his advantage. Explain. {at 4 4. Discuss what is meant by a manager’s emotional intelligence level. *3 5 5. Discuss what is meant by an organization’s rites of enhancement and give two examples of this concept. 27 CHAPTER 2 Values, Attitudes, Emotions, and Culture: The Manager as a .1 Person SOLUTIONS MATCHING D — Personality traits F —— Extraversion L — Negative affectivity N -- Conscientiousness B — Internal locus of control H — External locus of control G - Need for achievement M — Need for affiliation . K — Terminal value 10. J — Instrumental value 11. I — Organizational cornmitment 12. A -- Schneider 13. C - Organizational socialization 14. O — Rites of passage . l 15. E — Rites of integration , wwaowewwe TRUE/FALSE MULTIPLE CHOICE Question Answer Page Question Answer Page 1. T 53 1. a 52 2. T 53 2. b 53 3. F 53 3. d 53 4. F 55 4. c 55 5. F 58 5. b 58 6. F 58 6. a 58 7. F 59 7. c 59 8. T 60 8. d 59 9. F 67 9. c 60 10. T 68 10. d 62 l 1. F 68 1 1. a 64 12. T 71 12. b 67 13. T 71 13. a 68 14. T 73 14. c 71 15. F 7 9 15. b 76 28 ESSAY [P. 58] 1. A manager who has an internal locus of control feels that he himself is responsible for his success on the job. A manager who has an external locus of control feels that outside forces, that are largely outside of his control, determine his success on the job. [P. 60] 2. A terminal value is a conviction about a lifelong goal of the manager. An instrumental value is a conviction a manager has about how he is supposed to act on the job. [P. 68] 3. Sometimes managers make good decisions when they are in a negative mood. Sometimes managers in a negative mood can encourage others to use their critical thinking skills to a greater degree than they normally would if the manager was in a positive mood state. [P. 68] 4. Emotional intelligence refers to the manager's ability to understand and to manage her own moods and emotions as well as the moods and emotions of others on the job. [P. 77 ] 5. Rites of enhancement are events such as awards dinners, or managerial promotions on the job that publicly recognize and reward the successful performance of managers on the job. 29 NOTES: 30 ...
View Full Document

Page1 / 12

Chap2StudyGuide - CHAPTER 2 . VALUES, ATTITUDES’,...

This preview shows document pages 1 - 12. Sign up to view the full document.

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