1 Describe the various personality traits that affect how managers think, feel, and behave.

1. Enduring Characteristics: Personality Traits
   Personality traits are tendencies to feel, think, and act in certain ways
   1. The Big Five personality traits
      1. Extraversion is the tendency to experience positive moods and emotions and to feel good about the world
      2. Negative affectivity is the tendency to experience negative emotions and moods and to be critical of oneself and others
      3. Agreeableness refers to the tendency to get along well with other people
      4. Conscientiousness is the tendency to be careful and persevering
      5. Openness to experience refers to the tendency to be original and open to a wide range of experience and to take risks
   2. Other personality traits that affect a manager's behavior
      1. Locus of control refers to a manager's perception of how much control he has over what happens to himself and his circumstances
         1. Internal locus of control refers to the tendency of a manager to feel that he or she is responsible for his or her own fate
         2. External locus of control refers to the belief that outside forces are responsible for what happens to the manager as their own actions do not make much of a difference
      2. Self-esteem is the degree to which people feel good about themselves and their abilities
      3. Need for achievement refers to a strong desire to perform challenging tasks well and to set personal standards of excellence. Need for affiliation refers to the need to get along well with others. Need for power is the desire to control and to influence others

2 Explain what values and attitudes are and describe their impact on managerial action.

2. Values, Attitudes, and Moods and Emotions
   Values describe what managers are trying to achieve in their work and how they think they should act. Attitudes are thoughts and feelings about the job and the organization. Moods and emotions describe how managers feel when they are managing.
   1. Values: Terminal and Instrumental
      1. Terminal values refer to a manager's lifelong goals and objectives
      2. Instrumental values refers to a manager's perception of how he or she is supposed to act
      3. Norms are the way a manager is supposed to act within the organization
   2. Attitudes – a set of feelings and beliefs
      1. Job satisfaction refers to how a manager feels and what he believes about his job and the organization.
      2. Organizational citizenship behaviors (OCBs) – behaviors that are "above and beyond the call of duty" but which are not required by the organization (e.g. working long hours of overtime when needed to finish a project)
      3. Organizational commitment – the entire set of feelings and beliefs that managers have about their organization

3 Appreciate how moods and emotions influence all members of an organization.

3. Moods and Emotions
   1. Moods – feelings or states of mine (e.g. excited, enthusiastic, etc.)
   2. Emotions – intense, short-lived feelings

4 Describe the nature of emotional intelligence and its role in management.

4. Emotional Intelligence
   Emotional intelligence refers to the ability to understand and to manage one's own emotions and moods as well as the emotions of others.

5 Define organizational culture and explain how managers both create and are influenced by organizational culture.

5. Organizational Culture
   Organizational culture is the shared beliefs, expectations, values, norms and work routines that influence how employees relate to each other and work together
   1. Managers and organizational culture – the personal characteristics of an organization's founder frequently have a profound influence on the culture of that organization.
   2. The role of values and norms in organizational culture – terminal values, instrumental values, and norms play an important part in the culture of an organization.
      1. Values of the founder – the founder can have a long-lasting effect on the values and norms of the organization
      2. Organizational Socialization -- the ways in which new employees learn the organization's values and norms so that they can perform their jobs effectively
      3. Ceremonies and rites
         1. Rites of passage – determine how people enter, advance within, or leave the organization
         2. Rites of integration – shared experiences that reinforce common bonds among workers (e.g. office parties, cookouts, etc.)
         3. Rites of enhancement – awards dinners, newspaper articles, and employee promotions
   3. Culture and managerial action
      1. Planning – an innovative culture encourages all managers to participate in the planning process
      2. Organizing – an innovative culture is more likely to have a flat, organic structure with decentralized authority
      3. Leading – an innovative culture encourages managers to take risks
      4. Controlling – the ways in which managers evaluate and take action to improve performance