management 205 chapter three

managers value systems are....

fundamental guides to their behavior and efforts at planning, leading, organizing, and controlling.

the two kinds of personal values

terminal and instrumental. there are 18 types of both

emotional intelligence

the ability to understand and manage one's own moods and emotions and the moods and emotions of other people When managers are experiencing stressful feelings it lets them understand why and manage these feelings so they do not get in the way of effective decision making. -can help managers perform their important roles such as their interpersonal roled -emotional intelligence helps managers understand and relate well to other people -maintain their enthusiasm and confidence and energize subordinates to hep the organization attain its goals. -awakens employee creativity

job satisfaction

the collection of feelings and beliefs that managers have about their current jobs. upper managers in general, tend to be more satisfied with their jobs that entry-level employees.

external locus of control

the tendency to locate responsibility for one's fate in outside forces and to believe one's own behavior has little impact on outcomes. Tehy tend to not intervent to try and change a situation or solve a problem, leaving it to someone else. Managers need an internal locus of control because they are responsible for what happens on organizations.

traits that are particularly important for understanding managerial effectiveness:

: locus of control; self-esteem, and the needs for achievement, affiliation and power

instrumental value

A mode of conduct that an individual seeks to follow. -ambitious -broad-minded -capable -responsible -self-controlled

Values

describe what managers are trying to acheive through work and how they think they should behave.

attitudes

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

moods and emotions

Encompass how managers actually feel when they are managing

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

culture influences organizing

Valuing creativity, managers in innovative cultures are likely to try to create an organize structure- one that is flat, with few levels of heirarchy and one in which authority is decentralized so employees are encouraged to work together to solve ongoing problems

mood

a feeling or state of mind. research suggests that the subordinates of managers who experience positive moods at work may perform at somewhat higher levels and be less likely to redesign and leave the organization than the subordinates of managers who do not tend to be in a positive mood at work. whereas in other conditions negative moods might push people to work harder to come up with truly creative ideas. When people are trying to solve difficult personal moral dilemmas, the parts of their brains that are responsible for emotions and moods are especially active. When people are in negative moods, they tend to be more detail-oriented and focused on the facts at hand. Accurate judgement may be made by managers in negative moods.

terminal value

a lifelong goal or objective that an individual seeks to achieve. -a comfortable life -an exciting life -freedom - social recognition

equality

a manager who places ______ at the top of his or her list of terminal values may be at the forefront of an organizations efforts to support, provide equal opportunities to, and capitalize on the many talents of an increasingly diverse workforce.

attraction-selection-attrition (ASA) framework

a model that explains how personality may influence organizational culture -as a result of these attraction, selection and attrition processes, people in the organizations tend to have similar personalities, and the typical or dominant personality profile of organizational members determines and shapes organizational culture. - too much similarity in an organization can impair organizational effectiveness and become resistant to change. -in addition to personality, other personal characteristics of managers shape organizational culture; these include managers' values, attitudes, moods and emotions, and emotional intelligence

terminal values signify what an organization and its employees are trying to accomplish, and instrumental values guide how the organization and its members.....

achieve organizational goals. In addition to values, shared norms also are a key aspect of organizational culture. -organizational culture is maintained and transmitted to organizational members through the values of the founder, the process of socialization; ceremonies and rites, and stories and language.

stories and language

also communicate organizational culture the concept of organizational language encompass not only spoken language nut how people dress, the offices they occupy, the cares they drive, and the degree of formality they use whey address on another

ceremonies and rites

another way in which managers can create or influence organizational culture is by developing organizational ceremonies and rites. formal events that recognize culture is by developing organizational ceremonies and rite-formal events that recognize incidents of importance to the organization as a whole and to specific employees rites of passage determined how individuals enter, advance within and leave the organization rites of integration- such as shared announcements of organizational successes, office parties and company cookout build and reinforce common bonds among organizational members

organizational citizenship behaviors (OCBs)

behaviors that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness and competitive advantage. managers who are satisfied with their jobs and more likely to perform these "above and beyond the call of duty." these behaviors include -putting in long hours when needed to coming up with truly creative ideas and overcoming obstacles to implement them -going out of ones way to help a coworker, subordinate or superior. they are less likely to quit. dissatisfaction sources -threat of unemployment -increased workloads from organizational downsizing and layoffs. organizations that try to improve efficiency through restructuring often eliminate a sizable number of first-line and middle management positions.

values, attitudes and moods, and emotions

capture how a managers experience their jobs as individuals.

attitudes

collection of feelings and beliefs two of the most important attitude in this context are job satisfaction and organizational commitment

recession

during the _______ conditions job satisfaction levels in the US fell to record lows. some sources of dissatisfaction included uninteresting work, lack of job security, incomes that have not kept pace with inflation, and having to spend more money on health insurance.

personality traits

enduring tendencies to feel, think, and act in certain ways. There are 5 personality traits: extroversion, negative affectivity, agreeableness, conscientiousness, and openness to expertise. no single trait is right or wrong for being an effective manager. Personality traits that enhance managerial effectiveness in one situation may impair it in another.

culture influences leading

in an innovative culture, managers are likely to lead by example, encouraging employees to take rusks abd experiment

emotions

intense, relativity short-lived feelings

clultural influences how management perform their four main functions

leading, controlling, planning and organizing

conscientiousness

managers who are high on the conscientiousness continuum are organized and self-disciplines. Those who are low on this trait might sometimes appear to lack direction and self-discipline.

culture influences controlling

managers who want to encourage risk taking, creativity and innovation recognize that there are multiple potential paths to success and that failure must be accepted for creativity to thrive. Thus, they are less concerned about employees performing their jobs in a specific, predetermined manner and in strict adherence to preset foals and more concerned about employees being flexible and taking the initiative to come up with ideas for improving performance.

need for achaievemnt

psychologists David McClelland has extensively researched the needs for achievement, affiliation and power. People with a high need for achievement often set clear goals for themselves and like to receive performance feedback. research suggests that high needs for achievement and for power are assets for first-line and middle managers and that a high need for power is especially important for upper-level managers

rites of enhancement

such as awards dinners, newspapers releases and employee promotions, let organization publicly recognize and reward employees contributions and this strengthen their commitment to organizational values

agreeableness

tendency to get along well with others. Managers who are high on the agreeableness continuum are likable, tend to be affectionate, and care about other people. Managers who are low on agreeableness may be somewhat distrustful of others, unsympathetic, uncooperative, and even times antagonistic. A low level of agreeableness may be an asset in managerial jobs that actually require that managers be antagonistic, such as drill sergeants.

organizational commitment

the collection of feelings and beliefs that managers have about their organization as a whole. -organizational commitment can be especially strong when employees and managers truly believe in organizational values

self-esteem

the degree to which infividuals feel good about themselves and their capabilities. research suggests that people tend to choose activitrd snd goals consisten with their levels of self-esteem. High self-esteem is desirable for managers because it fascilitiates their setting and keeping high standards for themselves. pushes them ahead on difficult prokects, and gives them the confidence they need to make and carry on important decisions.

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 interpersonal relations being liked, and having other people get along. A high need for affiliation may not always be desirable in managers because it might lead them to try too hard to be liked by others rather than doing all they can to ensure that performance is as high as it can and should be.

organizational socialization

the process by which newcomers learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively. as a result of their socialization experiences, organizational members internalize and organizations values and norms and behave in accordance with them because they think these values and norms describe the right and proper way to behave.

organizational culture

the 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.

openness to experience

the tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks. Managers who are high on this trait continuum 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. Some successful top managers in Silicon Valley are high on conscientiousness and openness to experience, which has contributed to their accomplishments in technology and management, as is true of Jess Lee, co-founder and CEO of Polyvore.

negative affectivity

the tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others. Managers high on this trait may often feel angry and dissatisfied and complain about their own and others lack of progress. Managers who are low on negative affectivity do not tend to experience many negative emotions and moods and are less pessimistic and critical of themselves and others. The critical approach of a manager high on negative affectivity may sometimes spur both the manager and other tom improve their performance.

extraversion

the tendency to experience positive emotions and moods and too feel good about oneself and the rest of the world. Being high on extraversion may be an asset for managers whose job entail especially high levels of social interaction. Managers who are low on extraversion may nevertheless be highly effective and efficient, especially when there jobs do not require much social interaction.

internal locus of control

the tendency to locate responsibility for one's fate within oneself. Helps to ensure ethical behavior and decision making in an organization because feel accountalble and responsible for their own actions.

value system

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

culture influences planning

top managers in an organization with an innovative cultures are likely to encourage lower level manager to participate in the planning process and develop a flexible approach to planning. They are likely to be willing to listen to new ideas and to take risks involving the development of new products.