Essentials of Contemporary Management 6th edition Chapter 2

Organizational Culture
The shared set of (1) beliefs, (2) expectations, (3) values, (4) norms and (5) work routines that influence how individuals, groups and teams interact w/ one another and cooperate to achieve an orgs. goals
moods
A feeling or state of mind
What can affect a managers mood
Both situations and circumstances
emotions
An intense, relatively short-lived feeling, more intense than a mood
Do bad moods negatively affect creativity
Not necessarily
Organizational Committment
The collection of feelings & beliefs that managers have about their org. as a whole
What thoughts and feelings do committed managers have
They believe in their org., are proud of their org., are loyal and are more likely to go above and beyond. (ie.) Under Armour
Organizational Citizenship Behaviors (OCB)
Behaviors that are NOT required of an orgs. members, BUT that contribute to/and are necessary for (1) an orgs. efficiency, (2) orgs. effectiveness and (3) Competitive advantage
Job Satisfaction
The collection of Feelings and Beliefs that managers have about their jobs
Attitudes
A collection of Feelings and Beliefs
The 2 most Important attitudes a manager should have
Job Satisfaction and Organizational committment
Define the “Need for Power”
The extent to which an individual desires to Control and Influence others.
A high need for achievement and power is considered and asset for what type of manager
First line and Middle managers
Need for affiliation
The extent to which an individual is concerned about (1) establishing and maintaining good interpersonal relationships, (2) being liked and (3) having other people around them get along
Is a need for affiliation a good quality for managers to have
No, this could have an impact on a managers ability to make good decisions regarding the operation of the org. as they try hard to be liked
Need for achievement
The extent to which an individual has a strong desire to (1) perform challenging tasks well and (2) meet personal standards of excellence
Self-esteem
The degree to which individuals feel good about themselves and their capabilities
Is high self-esteem desirable for managers
Yes, this helps to facilitate high goals set for themselves, pushes them ahead on tough projects and gives them confidence they need to make and carryout imp. decisions
External Locus of Control
The tendency to locate responsibility for one’s fate on outside forces and to believe ones’ own behavior has little impact on the outcomes
Is external locus of control a good quality for managers
No, because managers then tend to ignore problems and leave them for someone else to solve
Openness to experience
The tendency to be (1) original, (2) have broad interests, (3) be open to a wide range of stimuli, (4) be daring and (5) take risks
Name an example of a person who is high on openness to experience
Entrepreneurs like Bill Gates
Conscientiousness
The tendency to be (1) careful, (2) scrupulous and (3) persevering
Is conscientiousness a good indicator of performance
Yes, this is in many jobs
agreeableness
The tendency to get along well with others
The kinds of managers that are good if they are LOW on the agreeableness scale
Military Managers
Personality Traits
The enduring tendency to (1) feel, (2) think and (3) act in a certain way
Negative Affectivity
The Tendency to experience negative emotions and moods and to (1) feel distressed and (2) be critical of oneself and others
If a person is high on the extraversion scale they tend to be this kind of personality
Extrovert
Extraverson
The Tendency to experience positive emotions and moods and to feel good about oneself and the rest of the world
Managers that are high on the Negative Affectivity scale ten to have this
Low job satisfaction, they tend to complain a lot
Do personalities influence behavior
yes
Terminal Value
a personal conviction about lifelong goals or objectives
Terminal values often lead to the formation of what
Norms
Norms
Unwritten, informal codes of conduct, such as being honest or courteous
Instrumental Values
a personal conviction about desired modes of conduct or ways of behaving
4 Reasons we handle crucial conversations poorly
(1) We are genetically designed wrong, (2) we are often put under pressure because conversations are often spontaneous with no opportunity to plan or consult, (3) we are stumped and do not know where to start and (4) we act in self-defeating ways because we are our own worst enemy
Name the 3 conditions for a crucial conversation
(1) The stakes are high (can’t agree on a solution), (2) Opinions vary (ask for a promotion) and (3) Emotions run strong (take it personal)
Internal locus of control
The tendency to locate responsibility for one’s fate within oneself.