Chapter 2 Management

Ceremonies and rites

Formal events that recognize incidents of importance to the organization as a whole and to specific employees

Organization's Instrumental values

Guide an organization and its members in achieving organizational goals

Managers and Emotional Intelligence

Helps managers carry out their interpersonal roles of figurehead, leader, and liaison. Understanding the feelings of subordinates is central to developing strong interpersonal bonds with them.

Socialization

How you interact with people

Emotion

Intense, relatively short-lived feelings

Managers and Negative affectivity

It is more pleasant to work with a manager who is low on negative affectivity because they are less critical.

Rites of enhancement

Let organizations publicly recognize and reward employees' contributions and thus strengthen their commitment to organizational values

Terminal Values

Lifelong goals or objectives that an individual seeks to achieve

Managers and Agreeableness

Managers high in agreeableness are likable, affectionate and care about others. Managers with low agreeableness may be distrustful, unsympathetic, uncooperative and antagonistic

Managers and Extraversion

Managers high in extraversion tend to be sociable, affectionate, outgoing and friendly. Managers low in extraversion tend to be less inclined toward social interaction and have a less positive outlook

Managers and Conscientiousness

Managers high in this trait are organized and self-disciplined. Managers low in this trait lack direction and self-discipline

Managers and Job Satisfaction

Managers high on job satisfaction like their jobs, feel that they are being fairly treated, and believe that their jobs have many desirable features

Managers and Openness to experience

Managers who are high on this trait are likely to take risks and be innovative in their planning and decision making

Effect of personality

Managers' personalities influence their behavior and approach to managing people and resources

Instrumental Values

Mode of conduct that an individual seeks to follow. What you use to obtain terminal values.

Attraction-selection-attrition framework

Model that explains how personality may influence organizational culture

Organizational socialization

Process by which newcomer's learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively

Emotional Intelligence

Ability to understand and manage one's own moods and emotions and the moods and emotions of other people

Organizational citizenship behaviors

Behaviors that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and gaining a competitive advantage

Rites of integration

Build and reinforce common bonds among organizational members. To build common norms and values

Attitudes

Capture managers' thoughts and feelings about their specific jobs and organizations

Job Satisfaction

Collection of feelings and beliefs that managers have about their current jobs.

Organizational commitment

Collection of feelings and beliefs that managers have about their organization as a whole

Stories and Language

Communicate organizational culture. Reveal behaviors that are valued by the organization and practices that are frowned on

Self-esteem

Degree to which individuals feel good about themselves and their capabilities. High self-esteem makes a person to feel competent, deserving, and capable. Persons with low self-esteem have poor opinions of themselves and their abilities

Values

Describe what managers try to achieve through work and how they think they should behave

Rites of passage

Determine how individuals enter, advance within, or leave the organization. To Learn and internalize norms and values.

Manager's traits

Effectiveness is determined by a complex interaction between the characteristics of managers and the nature of the job and organization in which they are working

Moods and Emotions

Encompass how managers actually feel when they are managing

Personality traits

Enduring tendencies to feel, think, and act in certain ways that can be used to describe the personality of every individual

Need for power

Extent to which an individual desires to control or influence others

Need for achievement

Extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence

Need for affiliation

Extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having other people get along

Big Five Personality Traits

Extraversion, negative affectivity, agreeableness, conscientiousness, and openness to experience

Mood

Feeling or state of mind

Organizational Culture

Shared set of beliefs, expectations, values, norms, and work routines that influence how individuals, groups, and teams interact with one another and cooperate to achieve organizational goals

Organization's Terminal Values

Signify what an organization and its employees are trying to accomplish

Conscientiousness

Tendency to be careful, scrupulous, and persevering

Openness to experience

Tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks

Negative affectivity

Tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others

Extraversion

Tendency to experience positive emotions and moods and feel good about oneself and the rest of the world

Agreeableness

Tendency to get along well with others

Internal locus of control

Tendency to locate responsibility for one's fate within oneself. Own actions and behaviors are major and decisive determinants of job outcomes. It helps to ensure ethical behavior and decision making in an organization

External locus of control

Tendency to locate responsibility for one's own fate in outside forces and to believe that one's own behavior has little impact on outcomes

Value System

Terminal and instrumental values that are guiding principles in an individual's life

Norms

Unwritten, informal codes of conduct that prescribe how people should act in particular situations and are considered important by most members of a group or organization

Values of the Founder

top management team/ whoever is in charge. Are going to hire people like them and share similar values. Influences culture of organization