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Values, attitudes, emotions and culture. Terms in this set (33)Personality traits Particular tendencies to feel, think, and act in certain ways that can be used to describe the personality of every individual. These affect a manager's behavior and approach to managing people and resources. They may enhance managerial effectiveness in one situation may actually impair it in another. Big Five Personality traits It includes Extraversion, negative affectivity, Agreeableness, Conscientiousness, Openness to experience. Extraversion tendency to experience positive emotions and moods and feel good about oneself and the rest of the world. Negative affectivity 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 . 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 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. 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 emotions Encompass how managers actually feel when they are managing. terminal values A personal conviction about life-long goals. signify what an organization and its employees are trying to accomplish. instrumental values A personal conviction about desired modes of conduct or ways of behaving. Guide the ways in which the organization and its members achieve organizational goals. 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 What a person is striving to achieve in life and how they want to behave. job satisfaction A collection of feelings and beliefs that managers have about their current jobs. organizational citizenship behaviors Behaviors that are not required of 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 organization as a whole. Mood A feeling or state of mind. Positive moods provide excitement, elation, and enthusiasm.Negative moods lead to fear, distress, and nervousness Emotional intelligence he ability to understand and manage one's own moods and emotions and the moods and emotions of other people. Helps managers carry out their interpersonal roles of figurehead, leader, and liaison. 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. Attraction-selection-attrition framework A model that explains the role that founders' personal characteristics play in determining organizational culture. Factors affecting organizational culture (1) values of the found; (2) Ceremonies and rites; (3) socialization; (4) stories and language. organizational socialization process by which newcomer's learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively. Ceremonies and Rites Formal events that recognize incidents of importance to the organization as a whole and to specific employees. Rites of passage determine how individuals enter, advance within, or leave the organization. Rites of integration shared announcements of organization successes, build and reinforce common bonds among organizational members. rites of enhancement let organizations publicly recognize and reward employees' contributions and thus strengthen their commitment to organizational values.
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A personal conviction about desired modes of conduct or ways of behaving is a terminal value.
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