Contemporary Management Chapter 3

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Culture and Managerial Action: Culture influences how managers perform their four main functions:

Planning: Innovative culture: flexible approach to planning. Conservative culture: formal top down planning Organizing: Innovative culture: organic structure/decentralized. Conservative culture: well-defined hierarchy of authority. Leading: Innovative culture: managers lead by example and take risks. Conservative culture: managers constantly monitor progress toward goals. Controlling: Innovative culture: managers promote flexibility and taking initiatives. Conservative culture: managers emphasize caution and maintenance of status quo.

Ceremonies and rites: Formal events that recognize incidents of importance to the organization as a whole and to specific employees. Rites of passage: How individuals enter, advance within, or leave the organization. Rites of integration: announcements of organization successes, build and reinforce common bonds among organizational members. Rites of enhancement: publicly recognize and reward employees’ contributions, and thus strengthen their commitment to organizational values

Stories and lenguage: Communicate organizational culture. Reveal behaviors that are valued by the organization. Include how people dress, the offices they occupy, the cars they drive, and the degree of formality they use when they address one another.

Socialization

Organizational socialization: Process by which newcomers learn an organization’s values and norms and acquire the work behaviors necessary to perform jobs effectively.

Values of the founder: Terminal and instrumental values influence the values, norms, and standards of behavior. A founder’s personal values can affect an organization’s competitive advantage.

Instrumental values: Guide how the organization and its members achieve organizational goals.

Terminal values: Signify what an organization and its employees are trying to accomplish.

Attraction-selection-attrition framework: A model that explains how personality may influence organizational culture.

Role of Values and Norms in Organizational Culture

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.

Emotional intelligence (EI): It is the ability to understand and manage one’s own moods and emotions and the moods and emotions of other people. It helps managers carry out their interpersonal roles of figurehead, leader, and liaison.

Moods and emotions

Emotions: Intense, relatively short-lived feelings. Often directly linked to whatever caused the emotion, and are more short-lived.

Moods: A mood is a feeling or state of mind. Positive moods provide excitement, elation, and enthusiasm. Negative moods lead to fear, distress, and nervousness.

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

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

Managers’ attitudes about their jobs and organizations. Affects how they approach their jobs.

Organizational commitment

Job Satisfaction

Attitudes

Norms: Important unwritten, informal codes of conduct guiding people how to act in particular situations. Changes with environment, situation, and culture. Value system: The terminal and instrumental values that are guiding principles in an individual’s life. What a person is striving to achieve in life and how they want to behave.

A mode of conduct that an individual seeks to follow.

A lifelong goal or objective that an individual seeks to achieve.

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

Instrumental

Terminal

Values

Internal locus of control: Belief that you are responsible for your own fate. Own actions and behaviors are major and decisive determinants of job outcomes. 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. Self-esteem: The degree to which people feel good about themselves and their capabilities. 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 other people get along. Need for power: The extent to which an individual desires to control or influence others.

Extraversion: It is the tendency to experience positive emotions and moods and feel good about oneself and the rest of the world Negative affectivity: The tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others. Agreeableness: Tendency to get along well with others. 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

Personality Triats

Other personality traits that affect managerial behavior

Big 5 persoanlity traits: Personality traits that enhance managerial effectiveness in one situation may actually impair it in another.

Contemporary Management Chapter 3