Chapter 3 Values, Attitudes, Emotions, and Culture The Manager as a Person.pdf

of 34
All materials on our website are shared by users. If you have any questions about copyright issues, please report us to resolve them. We are always happy to assist you.
Related Documents
 LEARNING OBJECTIVES   After studying this chapter, you should be able to:  1 Describe the various personality traits that affect how managers think, feel, and behave. [LO 2-1] 2 Explain what values and attitudes are and describe their impact on managerial action. [LO 2-2] 3 Appreciate how moods and emotions influence all members of an organization. [LO 2-3] 4 Describe the nature of emotional intelligence and its role in management. [LO 2-4] 5 Define organizational culture
   LEARNING OBJECTIVES After studying this chapter, you should be able to: 1 Describe the various personality traits that affect how managers think, feel, and behave. [LO 2-1]  2 Explain what values and attitudes are and describe their impact on managerial action. [LO 2-2] 3  Appreciate how moods and emotions influence all members of an organization. [LO 2-3] 4 Describe the nature of emotional intelligence and its role in management. [LO 2-4] 5 Define organizational culture and explain how managers both create and are influenced by organizational culture. [LO 2-5] Values, Attitudes, Emotions, and Culture: The Manager as a Person  45  What Does It Take to Succeed Against Tough Odds? W  hen Kevin Plank was a walk-on fullback 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.  Always an srcinal thinker, 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, and not holding, moisture from sweat. 1  As he was finishing his undergraduate studies at Maryland, he started experimenting with different fabrics, testing their durability, comfort, and water resistance with the help of a local tailor. A prototype of Under  Armour’s first product — the 0039 compression shirt — was developed. 2  Upon graduation from the University of Mary-land, Plank was offered a position at Prudential Life Insurance. An entrepreneur at heart willing to risk everything to pursue his bold ideas, Plank realized that accepting a secure position with an insurance company would have driven him nuts. So, he turned down the Prudential offer and mustered his deter-mination to sell his innovative T-shirt. 3  With little business training or experience, and a lot of perse-verance and discipline, Plank pursued the makings of what would become a major competitor of Nike 16 years later with net revenues over $1.8 billion in 2012. 4  Entering and succeeding in the competitive sports apparel industry dominated by huge play-ers like Nike with vast resources and a widely rec-ognized brand would seem like an impossible feat even for a seasoned business person with access to capital. With around $20,000 in the bank and the resolve to turn his idea into a viable venture, Plank succeeded against all odds. 5   Very outgoing and confident, Plank used his net-work of athletic contacts from playing on teams in high school, military school, and the University of Maryland to get the word out about the shirt. 6  From the various teams he had played on, he was familiar enough with around 40 NFL players to contact them and tell them about the shirt. Living out of his car with his trunk full of shirts, Plank drove around to Kevin Plank’s Determination at Under Armour MANAGEMENT SNAPSHOT No wonder the fabrics perform so well! With an inventor like Kevin Plank, Under Armour’s innovative endurance products give larger sporting goods companies a run for their money.  46  Like p eople everywhere, Kevin Plank has his own distinc-tive personality, values, ways of viewing things, and per-sonal challenges and disappointments. In this chapter we focus on the manager as a feeling, thinking human being. We start by describing enduring characteristics that influence how managers manage, as well as how they  view other people, their organizations, and the world around them. We also dis-cuss how managers’ values, attitudes, and moods play out in organizations, shap-ing organizational culture. By the end of this chapter, you will appreciate how the personal characteristics of managers influence the process of management in general—and organizational culture in particular. Overview  that is true to his own personality and values. 10  Just as he and his two partners worked as a team to start Under Armour, a team mentality pervades the culture and the brand. As employee Erin Wendell puts it, “Working here is like being part of a sports team.” 11  Accomplishing great feats, taking risks, being active and excited, open minded, ambitious, imaginative, and courageous are important to Plank and part of Under Armour’s culture—as is a focus on health. The hard work, determination, and con-viction that got Plank through the early days of driving around to schools and training camps with boxes of T-shirts in the trunk of his car are also pervasive. 12  Today, Under Armour is a global company with over 5,400 employees, operating in North America, Europe, the Middle East, Africa, Asia, and Latin  America though most employees work in the United States. 13  Under Armour is currently headquartered in what used to be the 400,000-square-foot Tide Point complex where Procter & Gamble used to manufacture detergent in Baltimore. 14  Some of the srcinal names of the facilities like Joy and Cheer remain and seem apt for a company like Under  Armour. 15  Clearly, Plank demonstrates that being srcinal, daring, and taking risks while at the same time being highly determined, disciplined, and per-severing can help managers and entrepreneurs suc-ceed against tough odds. As he puts it, “There’s an entrepreneur right now, scared to death. . . . Get out of your garage and go take a chance, and start your business.” 16  training camps and schools to show athletes and managers his new product. Teaming up with two partners, Plank began running his business from the basement of his grandmother’s house in George-town, Washington DC, with the help of a $250,000 small-business loan. As business and orders picked up, Under Armour outgrew the basement and set up shop on Sharp Street in Baltimore. 7  The rest has literally been history. Under Armour currently produces and sells apparel, shoes, and accessories for women, men, and youth for athletics, sports, outdoor activities, and fitness. 8  The apparel is focused on regulat-ing body temperature and improving performance under different conditions and is organized into three lines. Each line comes in three styles—tight fit or compression, fitted or athletic fit, and loose fit or relaxed. The HEATGEAR ®  line is to be worn in hot to warm temperatures singly or under equipment and is made of a microfiber blend that wicks sweat away from the skin, keeping wearers cool and dry. The very first compression T-shirt Plank srcinally devel-oped and sold was a HEATGEAR ®  product that remains popular today. COLDGEAR ®  , which is to be worn in cold temperatures, wicks sweat away from the body and circulates body heat to maintain body temperature so that wearers are both warm and dry in cold weather. ALLSEASONSGEAR ®  , to be worn in temperatures that change, keeps people warm when it’s chilly and cool and dry when it’s warm. 9   As chairman, CEO, and president, Plank has created and maintained a culture at Under Armour LO 2-1 Describe the various personality traits that affect how managers think, feel, and behave.   Values, Attitudes, Emotions, and Culture: The Manager as a Person 47   A ll people, including managers, have certain enduring characteristics that influence how they think, feel, and behave both on and off the job. These characteristics are personality traits : particular tendencies to feel, think, and act in certain ways that can be used to describe the person-ality of every individual. It is important to understand the personalities of managers because their personalities influence their behavior and their approach to managing people and resources. Some managers are demanding, difficult to get along with, and highly critical of other people. Other managers may be as concerned about effectiveness and effi-ciency as highly critical managers but are easier to get along with, are likable, and frequently praise the people around them. Both management styles may produce excellent results, but their effects on employees are quite different. Do managers deliberately decide to adopt one or the other of these approaches to manage-ment? Although they may do so part of the time, in all likelihood their personali-ties account for their different approaches. Indeed, research suggests that the way people react to different conditions depends, in part, on their personalities. 17   The Big Five Personality Traits  We can think of an individual’s personality as being composed of five general traits or characteristics: extraversion, negative affectivity, agreeableness, consci-entiousness, and openness to experience. 18  Researchers often consider these the Big Five personality traits. 19  Each of them can be viewed as a continuum along  which every individual or, more specifically, every manager falls (see Figure 2.1 ). Enduring Characteristics: Personality Traits  personality traits Enduring tendencies to feel, think, and act in certain ways. Figure 2.1 The Big Five Personality Traits ILowHigh Extraversion IILowHigh Negative affectivity IIILowHigh Agreeableness IVLowHigh Conscientiousness VLowHigh Openness to experience Managers’ personalities can be described by determining whereon each of the following continua they fall.
Related Search
We Need Your Support
Thank you for visiting our website and your interest in our free products and services. We are nonprofit website to share and download documents. To the running of this website, we need your help to support us.

Thanks to everyone for your continued support.

No, Thanks