TAILIEUCHUNG - Lecture Essentials of contemporary management (6/e): Chapter 2 - Gareth R. Jones, Jennifer M. George

Chapter 2 - Values, attitudes, emotions, and culture: The manager as a person. After completing this unit, you should be able to: Describe the various personality traits that affect how managers think, feel, and behave; explain what values and attitudes are and describe their impact on managerial action; appreciate how moods and emotions influence all members of an organization;. | Values, Attitudes, Emotions, and Culture: The Manager as a Person Chapter Two Learning Objectives LO2-1 Describe the various personality traits that affect how managers think, feel, and behave LO2-2 Explain what values and attitudes are and describe their impact on managerial action LO2-3 Appreciate how moods and emotions influence all members of an organization LO2-4 Describe the nature of emotional intelligence and its role in management LO2-5 Define organizational culture and explain how managers both create and are influenced by organizational culture Personality Traits Personality Traits Enduring tendencies to feel, think, and act in certain ways that can be used to describe the personality of every individual Managers’ personalities influence their behavior and approach to managing people and resources Big Five Personality Traits Figure Other Personality Traits 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 Other Personality Traits 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 Other Personality Traits Self-Esteem The degree to which people feel good about themselves and their capabilities High self-esteem causes a person to feel competent, and capable. Persons with low self-esteem have poor opinions of themselves and their abilities. Values, Attitudes, and Moods and Emotions Values Describe what managers try to achieve 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 8 Values Terminal Values A lifelong goal or objective that an individual seeks to achieve Instrumental Values A mode of conduct that an individual seeks to follow 9 Values 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. Value System The terminal and instrumental values that are guiding principles in an individual’s life. Attitudes Organizational Commitment The collection of feelings and beliefs that managers have about their organization as a whole 11 Committed managers are loyal to and are proud of their firms. Commitment can lead to a strong organizational culture. Commitment helps managers perform their figurehead and spokesperson roles. Organizational Culture Organizational Culture Shared set of beliefs, expectations, values, norms, and work routines that influence how members of an organization relate to one another and cooperate to achieve organizational goals Factors that Maintain and Transmit Organizational Culture Figure Role of Values and Norms Ceremonies and Rites Formal events that recognize incidents of importance to the organization as a whole and to specific employees Ceremonies and Rites Rites of passage determine how individuals enter, advance within, or leave the organization Rites of integration build and reinforce common bonds among organizational members

• Quản trị kinh doanh
• Contemporary management
• Lecture Essentials of contemporary management
• Environment of management
• Decision making
• Personality traits
• Organizational culture
• Management process
• Organizational performance
• Modern management
• Leadership models
• Effective team management
• Friendship groups
• Information technology management
• Information systems
• Operations management
• Managing vital operations
• Managing ethics
• Practical decision model
• Global environment
• Barriers to entry
• Technological forces
• Administrative model
• Group decision making
• Business level plan
• Business level strategy
• Designing organizational structure
• Divisional structures
• Organizational control
• Operating budgets
• Expectancy theory
• Need theories
• Managing human resources
• Human resource planning