Ch 3 - M&L
What is the impact of a founder's influence on the organizational culture?
It has long-lasting effects on organizational culture.
The ______ measures a person's preferences for introversion versus extroversion, sensation versus intuition, thinking versus feeling, and judging versus perceiving.
Myers-Briggs Type Indicator (MBTI)
Which of the following are the Big Five personality traits?
extraversion negative affectivity agreeableness openness to experience conscientiousness
The Big Five Personality Traits
extraversion negative affectivity agreeableness conscientiousness openness to experience
True or false: Managers who are high on the agreeableness continuum are likable, tend to be affectionate, yet tend to be distrustful of others.
false
True or false: Managers with an internal locus of control believe that outside forces are responsible for what happens to and around them; they do not think their own actions make much of a difference.
false
Managers who are committed to their organizations:
feel a high degree of loyalty toward their organizations. believe in what their organizations are doing. are proud of what these organizations stand for.
A mood is a(n):
feeling state of mind
managers low on agreeableness
may be somewhat distrustful of others, unsympathetic, uncooperative, and even at times antagonistic may be an asset in managerial jobs such as drill sergeants, etc
managers high on negative affectivity
may often feel angry and dissatisfied and complain about their own and others' lack of progress
managers low in conscientiousness
might sometimes appear to lack direction and self-discipline
A feeling or state of mind defines a(n) ______.
mood
When people are feeling generally happy, enthusiastic, or excited, this indicates that that their ____________ is positive
mood
emotions
more intense feelings than moods, are often directly linked to whatever caused the emotion, and are more short-lived
managers with a high level of emotional intelligence
more likely to understand how they are feeling and why, and they are more able to effectively manage their feelings
People who belong to the same organization and share the same values, set of beliefs, norms, work routines, and goals also share a(n) ______.
organizational culture
Benjamin Schneider
organizational culture model - attraction-selection-attrition (ASA) framework
As new employees are hired and they begin to learn the organizational values and norms, they are in the process of ___________.
organizational socialization
When new employees learn the norms and values of a company, it enables them to establish the behaviors necessary to perform their jobs effectively. This process is called ___________.
organizational socialization
managers high in conscientiousness
organized, self-disciplined
personality traits
particular tendencies to feel, think, and act in certain ways that can be used to describe the personality of every individual
How individuals enter, advance within, or leave an organization define the rites of ______.
passage
The Myers-Briggs Type Indicator (MBTI) is the most widely used ____________-test around the world
personality
A(n) _________ ______________ is the enduring tendency to feel, think, and act in certain ways
personality trait
When we describe the enduring characteristics that make people think, feel, and act in particular ways, we are referring to _______.
personality traits
A manager who is low on the negative affectivity continuum is likely to experience ______.
positive emotions
attraction-selection-attrition framework
posits that when founders hire employees for their new ventures, they tend to be attracted to and choose employees whose personalities are similar to their own
When people feel accountable and responsible for their own actions, a(n) ______ locus of control helps to ensure ethical behavior and decision making.
internal
______ values influence what an organization and its employees are trying to accomplish: whereas, ______ values guide how the organization and its employees achieve the organization's goals..
terminal; instrumental
A(n) _______ value is a personal conviction that drives an individual towards a lifelong goal; while a(n) ______ value is a personal conviction about the way to behave to achieve the goal.
terminal;instrumental
emotional intelligence
the ability to understand and manage one's own moods and emotions and the moods and emotions of other people
job satisfaction
the collection of feelings and beliefs that managers have about their current jobs
organizational commitment
the collection of feelings and beliefs that managers have about their organization as a while
agreeableness
the tendency to get along well with others
locus of control
the tendency to locate responsibility for one's fate within oneself
Managers' personalities can be described by a point on a scale where each of the ______ traits has a high and low range.
Big Five
Researchers consider individuals' personalities as having enduring characteristics that they refer to as the _________ personality traits
Big Five
Elliot suggests having weekly lunches with his department so that they can discuss how the department can work more effectively. The lunches begin with a brief agenda about the department, and then end with everyone socializing. Which of the following personality traits is Elliot demonstrating?
Extraversion
Annika Ramira hired Shelton Cotton as a researcher and designer to help with product development. She saw in him the eagerness and desire to innovate that she practiced as well. Her last hire, Salina Rani, had not worked out as well. Salina was smart, but overeager and not disciplined. She didn't last at the company. What framework does Annika's situation describe?
The attraction-selection-attrition (ASA) framework
values
describe what managers are trying to achieve through work and how they think they should behave
What do managers with an internal locus of control believe about the impact of their own actions and behaviors?
They believe their own actions and behaviors are major and decisive determinants of outcomes such as levels of job attainment.
Which of the following statements are true of OCBs?
They contribute to and are necessary for organizational efficiency. They are necessary for having a competitive advantage.
What best characterizes managers high on the agreeableness continuum?
They get along well with people
mood
a feeling or state of mind
Managers with ______ emotional intelligence are more likely to understand why they are feeling stress and how they can best control it by making wise decisions.
a high level of
rites of passage
determine how individuals enter, advance within, and leave the organization
instrumental value
a personal conviction about desired modes of conduct or ways of behaving
terminal value
a personal conviction about lifelong goals or objectives often lead to the formation of norms (unwritten, informal codes of conduct, such as behaving honestly or courteously, that prescribe how people should act in particular situations and that are considered important by most members of a group or an organization
The need for ______ refers to the desire to be liked, to develop interpersonal relationships, and to be surrounded by others with whom an individual gets along.
affiliation
A manager with a high level of ______ is important in jobs where close relationships are required within the work group.
agreeableness
A manager with low level of ______ can be an asset for jobs in the military where antagonistic behavior is used to discipline subordinates.
agreeableness
Managers high on the ___________ continuum tend to be affectionate, likable, and get along well with other people and care about other people
agreeableness
A collection of feelings and beliefs are known as a(n) ______.
attitude
A model that explains how personality may influence organizational culture suggests that founders or managers hire individuals similar to themselves, while those who are dissimilar to the managers have to leave the organization. This is the ______ framework.
attraction-selection-attrition
DiSC Inventory Profile
based on the work of William Marston, a psychologist who attempted to characterize normal behavior patterns person receives a profile describing his or her behavioral style, preferred environment, and strategies for effectiveness behavior style is described in terms of dominance, influence, steadiness, and conscientiousness
Openness to experience is the tendency to ______.
be open to a wide range of stimuli be original
Managers who are high on extraversion scale tend to ______.
be outgoing
Managers can model their values for their employees when they demonstrate how the employees should ______ in order to achieve their goals.
behave work
organizational citizenship behaviors (OCBs)
behaviors that not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage
Managers who are committed to their organizations:
believe in what their organizations are doing are proud of what these organizations stand for feel a high degree of loyalty toward their organization
people with an external locus of control
believe that outside forces are responsible for what happens to and around them; they do not think their own actions make much of a difference they tend not to intervene to try to change a situation or solve a problem, leaving it to someone else
people with high self-esteem
believe they are competent, deserving, and capable of handling most situations desirable for managers because it facilitates their setting and keeping high standards for themselves, pushes them ahead on difficult projects, and gives them the confidence they need to make and carry out important decisions
managers low of negative affectivity
do not tend to experience many negative emotions and moods and are less pessimistic and critical of themselves and others
people with an internal locus of control
believe they themselves are responsible for their own fate; they see their own actions and behaviors as being major and decisive determinants of important outcomes such as attaining levels of job performance, being promoted, or being turned down for a choice job assignment helps ensure ethical behavior and decision making in an organization because people feel accountable and responsible for their own actions
attitudes
capture their thoughts and feelings about their specific jobs and organizations a collection of feelings and beliefs
When managers perform behaviors that are above and beyond their job descriptions in order to help their organizations gain a competitive advantage, this can be referred to as organizational ______.
citizenship behaviors
Which of the following are the traits of managers who experience high negative affectivity?
complain about their own progress dissatisfied with work complain about others' progress feel angry
organizational culture
comprises the shared set of beliefs, expectations, values, norms, and work routines that influence how members of an organization relate to one another and work together to achieve organizational goals reflects the distinctive ways in which organizational members perform their jobs and relate to others inside and outside the organization
A manager who is disorganized and seems to lack self-discipline is low in ____________
conscientiousness
Entrepreneurs who are high on ______, are persistent and determined which helps them overcome obstacles and turn their ideas into successful new ventures.
conscientiousness
Entrepreneurs who found their own companies tend to be high on the ______ scale
conscientiousness
The "Big Five" personality trait that includes characteristics such as being scrupulous and persevering is ______.
conscientiousness
The Big Five personality traits range from "extraversion" to "openness to experience." What are the remaining three traits?
conscientiousness negative affectivity agreeableness
Managers who are high on the level of openness to experience _____.
continue to explore new ways to grow.
How managers perform the four main managerial functions--planning, organizing, leading, and controlling--are largely influenced by ______.
culture
moods and emotions
encompass how managers actually feel when they are managing
Awards, news releases, and promotions are just some of the ways that organizations reward employee contributions. Such employee recognition is known as a rite of
enhancement
The three most common rites used by organizations to transmit cultural norms and values are:
enhancement passage integration
The need for affiliation is a concern for:
establishing and maintaining good interpersonal relations. being liked. having people get along with one another.
Negative affectivity can be described as the tendency to
experience negative moods experience negative emotions feel anger towards oneself
The tendency to locate responsibility for one's fate in outside forces is known as ______ locus control.
external
When Leland learned of the flood in the basement of the building that was impacting production of the highly touted asthma medication that was expected on the market any day, he had his department continue business as usual, believing that there was nothing his team could do to help the situation. He was demonstrating his _______, demonstrating his belief that there was nothing he could do to help make a difference or solve the problem.
external locus of control
Being on the low end of ____________ indicates a manager who is less inclined to be social and has a more negative outlook
extraversion
Managers who are sociable, affectionate, outgoing, and friendly tend to be at the high end of the ______ trait.
extraversion
managers who have high levels of job satisfaction
generally like their jobs, feel they are treated fairly, and believe their jobs have many desirable features or characteristics (interesting work, good pay and job security, autonomy, or nice coworkers)
people with low self-esteem
have poor opinions of themselves, are unsure about their capabilities, and question their ability to succeed at different endeavors
Effective managers often set standards of excellence for themselves and have the desire to perform challenging tasks at a high level. These managers possess a(n) ______.
high need for achievement
Organizational culture refers to a shared set of values, beliefs, and routines that have an impact on ______.
how people within the organization interact and work towards achieving organizational goals.
A mode of conduct that an individual seeks to follow is called a(n) ______ value.
instrumental
Lacy decides that she is going to write weekly goals and status reports to track her progress. She is also going to arrive early to work daily so she can go through e-mail before her day begins. Lacy is exhibiting her ______ values.
instrumental
What values guide how an organization and its members achieve organizational goals?
instrumental
The two kinds of personal values are: (Choose all that apply.)
instrumental terminal
The shared announcements of organizational successes that build and reinforce common bonds among organizational members are the rites of ______.
integration
When a company shares announcements of successes through office parties, this is an example of a rite of
integration
Because managers are responsible for what happens in organizations, they need a(n) ______ locus of control.
internal
The degree to which people feel that they have control of their surroundings varies. When looking at personality traits of managers, many have a(n) ______, which makes them feel that they themselves are responsible for important outcomes within the organization.
internal locus of control
When managers believe that they themselves are responsible for their own fate, they have a (an) ______ locus of control; when they believe they that external factors are responsible for situations around them that they cannot control, they have a(n) ______ locus of control.
internal;external
When managers have positive feelings about their current job and believe their organization is moving in the right direction, they are experiencing ______.
job satisfaction
The two attitudes that are most important to managers' achieving success at and for their organizations are ______.
job satisfaction and organizational commitment
managers high on agreeableness
likable, tend to be affectionate, and care about other people may be especially important for managers whose responsibilities require that they develop good, close relationships with others
Individuals with ______ self-esteem have poor opinions of themselves and are unsure of their capabilities.
low
The individuals who play a critical role in developing, maintaining, and communicating organizational culture are the:
management founders
Who is more likely to set high goals for themselves and push ahead with difficult projects?
managers with high self-esteem
Being high on extraversion ______ managers whose jobs entail especially high levels of social interaction.
may be an asset for
managers who are high on openness to experience
may be especially likely to take risks and be innovative in their planning and decision making
managers who are low on openness to experience
may be less prone to take risks and more conservative in their planning and decision making
Rashida had been a top performer two quarters running. She was organized; she was an outstanding manager; and she always performed her task with accuracy and efficiency. It was Rashida's ______ that drove her to meet her own standards of excellence.
need to achieve
When someone experiences negative moods and emotions, and feels distressed, they are high in ______.
negative affectivity
Personality traits that may be effective in one situation may be detrimental in another. This illustrates the fact that ______.
no one trait is always right or wrong for being effective as a manager
As a result of their socialization experiences, managers transmit to their employees the organization's ______ to ensure that employees behave in accordance with the organizational culture.
norms and cultural values
The rites of passage, integration, and enhancement are used by organizations to transmit cultural ______.
norms and values
people with a high need for achievement
often set clear goals for themselves and like to receive performance feedback
Emotional intelligence is the ability of people to understand and manage ______ moods and emotions.
one's own other people's
The manager with this trait is often original, has a wide range of interests, and is not afraid to take risks. What trait does this manager exhibit?
openness to experience
This type of manager is most likely to be innovative and take risks. What personality trait exhibits these characteristics?
openness to experience
Gradually, the founder's values and norms permeate and define the ______ culture.
organizational
When managers are proud of the organizations in which they work and feel a high degree of loyalty, they are likely to demonstrate:
organizational commitment a belief in organizational norms conscientiousness
Elements such as socialization, stories, rites, and ceremonies reflect the values of the founder, and these are part of the ______.
organizational culture
most common organizational rites
rite of passage - induction and basic training with purpose to learn and internalize norms and values rite of integration - such as office holiday party which builds common norms and values rite of enhancement - such as presentation of annual awards to motivate commitment to norms and values
Organizational awards and promotions are ways in which organizations publicly recognize and reward employees' contributions. These are ______.
rites of enhancement
Job ______ refers to how managers feel and what they believe about their current job.
satisfaction
What is it called when individuals feel good about themselves and their capabilities?
self-esteem
Employees acquire norms and values as well as a set of behaviors via a process referred to as organizational ____.
socialization
Organizational culture reflects the values of the founder and includes elements such as:
socialization stories ceremonies and rites
What kind of programs do many organizations have to help new employees learn to internalize the organizational culture?
socialization programs
rites of integration
such as shared announcements of organizational successes, office parties, and company cookouts, build and reinforce common bonds among organizational members
managers who are low on extraversion (introverts)
tend to be less inclined toward social interactions and to have a less positive outlook
managers high on extraversion (extraversion)
tend to be sociable, affectionate, outgoing, and friendly may be an asset for managers whose jobs entail especially high levels of social interaction
A lifelong goal or objective that an individual seeks to achieve is called a(n) ______ value.
terminal
Of the two personal values, ______ values are described as the personal conviction about lifelong goals.
terminal
What values signify what an organization and its members are striving to accomplish?
terminal
When a person holds a value that represents a personal conviction about a lifelong objective, how would this value be defined?
terminal
two kinds of personal values
terminal instrumental
self-esteem
the degree to which individuals feel good about themselves and their capabilities
need for power
the extent to which an individual desires to control or influence others
need for achievement
the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence
need for affiliation
the extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him or her get along with one another
Managerial effectiveness is determined by complex interactions between the nature of the job and organization in which a manager works and ______.
the manager's characteristics, including personality traits
Myers-Briggs Type Indicator (MBTI)
the most widely used personality instrument around the world Based on the theories of psychologist Carl Jung measure's a person's preferences for introversion versus extroversion, sensation versus intuition, thinking versus feeling, and judging versus perceiving
organizational socialization
the process by which newcomers learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively
conscientiousness
the tendency to be careful, scrupulous, and persevering
openness to experience
the tendency to be original, have broad interests, be open to a wide range of stimuli, be daring, and take risks
negative affectivity
the tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others
extraversion
the tendency to experience positive emotions and moods to feel good about oneself and the rest of the world
When people with high self-esteem feel good about themselves, they also feel good about ______.
their capabilities
when people are in a negative mood
they feel distressed, fearful, scornful, hostile, juttery, or nervous
when people are in a positive mood
they feel excited, enthusiastic, active, or elated
True or False: Extraversion refers to the tendency to experience positive emotions and moods and feel good about oneself and the rest of the world.
true
True or false: When top managers encourage their employees to pay attention to the competition, look towards the future, and to innovate, this is an example of an organizational culture.
true
The terminal and instrumental values that are guiding principles in an individual's life make up their _______.
value system
Deeply-held beliefs that influence what managers are trying to achieve through work and how they think they should behave are known as ______.
values
Managers shape organizational culture through the kinds of ______ they promote in an organization.
values norms
Which of the following characteristics are instilled during the process of organizational socialization?
values norms
factors that maintain and transmit organizational culture
values of the founder socialization ceremonies and rites stories and language
Value systems
what the person is striving to achieve in life and how they want to behave developed by Milton Rokeach
