Chapter 02 – Values, Attitudes, Emotions, and Culture: The Manager as a Person
2-1
Chapter 02
Values, Attitudes, Emotions, and Culture: The
Manager as a Person
Learning Objectives 2-2
Key Definitions/Terms 2-2
Chapter Overview 2-3
Lecture Outline 2-4
Lecture Enhancers 2-12
Management in Action 2-15
Building Management Skills 2-17
Managing Ethically 2-17
Small Group Breakout Exercise 2-18
Be the Manager 2-19
Case in the News 2-20
Supplemental Features 2-20
Manager’s Hot Seat 2-20
Instructor’s PowerPoint Slides 2-22
CHAPTER CONTENTS
Chapter 02 – Values, Attitudes, Emotions, and Culture: The Manager as a Person
2-2
LO 2-1. Describe the various personality traits that affect how managers
think, feel, and behave.
LO 2-3. Appreciate how moods and emotions influence all members of an
organization.
LO 2-5. Define organizational culture, and explain how mangers both
create and are influenced by organizational culture
agreeableness: The tendency to get along well with
other people
attitude: A collection of feelings and beliefs
conscientiousness: The tendency to be careful,
scrupulous, and persevering
emotional intelligence: The ability to understand and
manage one’s own moods and emotions and the moods
external locus of control: The tendency to locate
responsibility for one’s fate in outside forces and to
believe that one’s own behavior has little impact on
outcomes
instrumental value: A mode of conduct that an
individual seeks to follow
internal locus of control: The tendency to locate
responsibility for one’s fate within oneself
LEARNING OBJECTIVES
KEY DEFINITIONS/TERMS
Chapter 02 – Values, Attitudes, Emotions, and Culture: The Manager as a Person
2-3
mood: A feeling or state of mind
need for achievement: The extent to which an
desires to control or influence others
negative affectivity: The tendency to experience
negative emotions and moods, to feel distressed, and to
be critical of oneself and others
organizational members but that contribute to and are
necessary for organizational efficiency, effectiveness,
and competitive advantage
organizational commitment: The collection of
feelings and beliefs that managers have about their
and acquire the work behaviors necessary to perform
jobs effectively
personality traits: Enduring tendencies to feel, think,
and act in certain ways
This chapter focuses upon the manager as a feeling, thinking human being. We start by describing
CHAPTER OVERVIEW
Chapter 02 – Values, Attitudes, Emotions, and Culture: The Manager as a Person
NOTE ABOUT INSTRUCTOR’S POWERPOINT
SLIDES
The Instructor PowerPoint Slides include most Student
PowerPoint slides, along with additional material that
can be used to expand the lecture. Images of the
Instructor PowerPoint slides can be found at the end of
this chapter on page 2-24.
Management Snapshot (pp. 43-44 of text)
Jess Lee’s Determination and Broad Interests Lead to the Top at Polyvore
What does it take to land a top position in Silicon Valley?
When Jess Lee was growing up in Hong Kong, she loved to draw. She attended Stanford
University, where she received a degree in computer science. After graduating, she got a job as
a product manager at Google Maps. While working a Google, she became an avid user of the
Polyvore website, which enables users to build sets or collages of products. Lee let Polyvore’s
founders know that she liked the site but also give them suggestions for improvements and
complaints and problems she had with the site. Impressed by her comments, Polyvore offered
her a job and she accepted. Lee engaged in all manner of tasks to help Polyvore create a great
user experience, ranging from coding and management to sales. Eventually, the founders
appointed her CEO. Under her leadership, Polyvore became profitable. Although she is
somewhat introverted, Lee has found her own leadership style that works well at Polyvore.
Three values are key to Polyvore’s culture: (1) focus on improving the user experience, (2) do a
few things well, and (3) make an impact. Time.com named Polyvore one of the five best sites
LECTURE OUTLINE
Chapter 02 – Values, Attitudes, Emotions, and Culture: The Manager as a Person
2-5
expanding internationally.
Chapter 02 – Values, Attitudes, Emotions, and Culture: The Manager as a Person
2-6
I. Enduring Characteristics: Personality Traits
Personality traits are enduring tendencies to feel, think,
and act in certain ways. It is important to understand the
personalities of managers because their personalities
influence their behavior and their approach to managing
people and resources.
A. The Big Five Personality Traits
The Big Five is a group of five general traits that
contribute to the composition of an individual’s
personality. Each should be evaluated along a continuum.
1. Extraversion is the tendency to experience positive
emotions and moods and feel good about oneself and
the rest of the world. Being high on this trait can be an
asset for managers whose jobs entail an especially high
level of social interaction. Those low on this factor can
be highly effective if excessive social interaction is not
required by their job.
2. Negative Affectivity is the tendency to experience
negative emotions and moods, feel distressed, and be
on negative affectivity do not tend to experience many
negative emotions and are less pessimistic and critical
of themselves and others.
3. Agreeableness is the tendency to get along well
measure of this.
4. Conscientiousness is the tendency to be careful,
5. Openness to experience is the tendency to be
original, have broad interests, be open to a wide range
LO 2-1: Describe the various personality
traits that affect how managers
think, feel and behave.
POWERPOINT SLIDES 2-3 TO 2-18
TEXT REFERENCE
Manager as a Person: Kevin Plank’s
Openness to Experience and Conscientiousness
Pay Off at Under Armors
When Kevin Plank was a football player at the
University of Maryland in the 1990s, he often
became annoyed that his T-shirt was soaked and
weighted down with sweat. He wondered why
athletic apparel couldn’t be made out of some
kind of polyester blend that would help athletes’
and sports aficionados’ muscles stay cool while
wicking away moisture. Soon he started
Entering and succeeding in the competitive
sports apparel industry dominated by huge
players, such as Nike, seemed like an impossible
feat. With around $20,000 in the bank and the
resolve to turn his idea into a viable venture,
out about the shirt. As business and orders
picked up, Under Armour outgrew the its
basement office and set up shop on Sharp Street
Plank demonstrates that being original, daring,
and taking risks while at the same time being
Chapter 02 – Values, Attitudes, Emotions, and Culture: The Manager as a Person
choose to become an entrepreneur, while those low on
this scale tend to be more conservative in their
planning and decision–making.
B. Other Personality Traits that Affect Managerial
Behavior
1. The locus of control trait captures an individual’s
beliefs concerning the amount of control they have
over what happens to and around them.
a. People with an internal locus of control believe
that they are responsible for their own fate and see
their own actions and behaviors as being important
and decisive determinants of future outcomes.
b. People with an external locus of control
believe that outside forces are responsible for what
happens to and around them and that their own
actions don’t make much of a difference.
2. Self-esteem is the degree to which individuals feel
good about themselves and their capabilities.
3. Needs for achievement, affiliation and power
an individual is concerned about establishing and
maintaining good interpersonal relations, being
c. The need for power is the extent to which an
individual desires to control or influence others.
II. Values, Attitudes, and Moods and Emotions
against tough odds.
LO 2-2: Explain what values and attitudes
Chapter 02 – Values, Attitudes, Emotions, and Culture: The Manager as a Person
conductor ways of behaving.
2. Terminal values often lead to the formation of
norms, which are informal rules of conduct for
behaviors considered to be important within an
organization.
3. A leading researcher identified 18 terminal values
and 18 instrumental values that when placed in rank
order, will describe a person’s value system.
B. Attitudes
An attitude is a collection of feelings and beliefs. A
manager’s attitude affects how they approach their
job. Two of the most important attitudes in this
context are:
1. Job Satisfaction is the collection of feelings and
beliefs that managers have about their current job. See
Figure 2.3 for a sample items from two measures of
job satisfaction.
a. Managers who are satisfied with their jobs are
c. The ways in which layoffs are handled is
b. Are proud of what the organization stands for
TEXT REFERENCE
ETHICS IN ACTION: Telling the Truth at
Gentle Giant Moving
Gentle Giant Moving Company was founded by
Larry O’Toole in 1980 in Massachusetts and
now has over $28 million in revenues with
offices in multiple states. Its unique culture and
approach to managing people have not only
contributed to the company’s success but also
given its employees satisfying careers.
O’Toole seeks to hire employees who start out
driving moving trucks and eventually move into
management positions running offices. Whereas
some moving companies hire a lot of temporary
help in the summer to meet seasonal demand, 60
percent of Gentle Giant employees are employed
full-time. Because the demand for moving
Chapter 02 – Values, Attitudes, Emotions, and Culture: The Manager as a Person
C. Moods and Emotions
1. Mood: A mood is a feeling or state of mind.
Personality traits and current circumstances often
determine a person’s mood. See Figure 2.4 for a
measure of positive and negative mood at work
2. Emotions: Emotions are more intense than moods,
are more short-lived, and are usually linked to a
specific cause.
III. Emotional Intelligence (EI)
Emotional Intelligence is the ability to understand and
manage one’s own moods and emotions, as well as the
moods and emotions of others.
1. Managers with high levels of EI are able to prevent
their emotions from getting in the way of making
effective decisions.
2. EI helps managers perform the interpersonal roles
of
figurehead, leader, and liaison.
3. Emotional intelligence helps managers understand
and relate well to other people.
IV. Organizational Culture
Organizational culture describes the 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.
1. When members share an intense commitment to
goals, a strong organizational culture exists. When the
LO 2-3: Appreciate how moods and
emotions influence all members of
an organization
POWERPOINT SLIDES 2-26
LO 2-4: Describe the nature of emotional
intelligence and its role in
management
POWERPOINT SLIDES 2-27 TO 2-29
Chapter 02 – Values, Attitudes, Emotions, and Culture: The Manager as a Person
influencing organizational culture. This is most
evident in the start-up of new companies
2. Management researcher Benjamin Schneider
developed a model called the attraction-selection-
attrition (ASA) framework, which posits that
entrepreneurs tend to hire employees whose
personalities are similar to their own.
B. The Role of Values and Norms in Organizational
Culture
Shared values, as well as shared norms, play a particularly
important role in organizational culture. 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.
1. Values of the founder: From the ASA model
previously discussed, it is clear that founders can have
a profound and long-lasting effect on organizational
culture.
2. Organizational Socialization: This is the process
by which newcomers learn an organization’s values
and norms and acquire the work behaviors necessary
3. Ceremonies and rites: These are formal events
that recognize incidents of importance to the
organization as a whole and to specific employees.
are rites of passage, of integration, and of
enhancement. (See Table 2.1 for examples of the rites
listed below.)
a. Rites of passage determine how individuals
enter, advance within, or leave an organization.
explain how mangers both create
and are influenced by
organizational culture
POWERPOINT SLIDES 2-30 TO 2-44
4. Stories and language: Stories frequently told
within an organization, either fact or fiction, provide
important clues about values and norms. The slang or
jargon that people within an organization use to frame
and describe events also provides important clues
about norms and values.
C. Culture and Managerial Action
Culture influences the way in which managers perform
their four main functions.
1. Planning: In an innovative organizational culture,
top managers are likely to develop a flexible approach
to planning and to encourage participation by
subordinates. In contrast, managers in a conservative
organizational culture are likely to emphasize top-
down planning.
2. Organizing: Because they value creativity,
managers in an innovative culture are likely to create
an organic structure that is flat and in which authority
is decentralized. In contrast, managers in a
conservative culture are likely to create a well-defined
hierarchy of authority and establish clear reporting
take risks and experiment, and to be supportive
regardless of success or failure. In a conservative
culture, they are likely to use management by
success and that failure must be accepted in order for
creativity to thrive. Therefore, they are more
concerned that employees be flexible and take risks
Chapter 02 – Values, Attitudes, Emotions, and Culture: The Manager as a Person
2-12
Chapter 02 – Values, Attitudes, Emotions, and Culture: The Manager as a Person
2-13
Lecture Enhancer 2.1
DANIEL GOLEMAN AND EMOTIONAL INTELLIGENCE
For eight years, Daniel Goleman has argued persuasively that emotionally intelligent managers become
the best and most profitable business leaders in the world. Beginning with 1995 bestseller Emotional
Intelligence, Goleman has sought to strip away conventional notions of what it means to be intelligent by
examining how key personality traits can lead to measurable success. Although his background is in
psychology, he has become a powerful voice in the corporate world. It is Goleman’s contention that top
leaders will recognize that they cannot function without a clear understanding of their own feelings and
those of the people around them. “Emotions have their place, and your emotions have an enormous
impact on how well you can do the task as hand,” he says. Below are excerpts from an interview with Dr.
Goleman.
Industry observers often complain about the dichotomy in the business world today. Executives are
expected to behave as if they have no emotions while they make decisions that will have profound effects
on other people’s lives. What do you think has brought us to this state where businesspeople are supposed
to ‘check their emotions at the door’?
You maintain that companies perform better if top managers have emotional intelligence, but the business
world is rife with stories of CEOs and top managers who have been wildly successful even though they
are insensitive jerks. If emotional intelligence is so important, how do you account for their successes?
Goleman: The question to ask is not, “Is a specific company successful despite the fact that the head guy
is a jerk?” Rather, you should ask, “If all things were equal – if there were two companies with similar
markets, similar opportunities, and similar resources, and one boss was a jerk and the other was a dream
boss – which company would do better? In fact, the insurance industry did exactly that study. It was
LECTURE ENHANCERS
Chapter 02 – Values, Attitudes, Emotions, and Culture: The Manager as a Person
Is it there ever a point at which someone is too old to learn these competencies?
2003.
Lecture Enhancer 2.2
BIRTH ORDER AND PERSONALITY
Birth-order guru Kevin Leman, Ph.D. says he can explain how a simple understanding of birth order
enhances the chance of success in business. In his book, “The Birth Order Book,” Leman profiles three
birth-order positions.
The firstborn tends to be a perfectionist, conscientious, list maker who doesn’t like surprises. The only
child has similar, yet often more intense personality traits.