Академический Документы
Профессиональный Документы
Культура Документы
Chapter
Learning Objectives
After studying the chapter, you should be able to:
Distinguish between entrepreneurship and management. Describe the various personality traits that affect how managers and entrepreneurs think, feel, and behave.
Entrepreneurship
Entrepreneurship
The mobilization of resources to take advantage of an opportunity to provide customers with new and improved goods and services. Entrepreneurship differs from management:
Management encompasses all the decision making necessary to plan, organize, lead, and control resources.
23
Entrepreneurs
Entrepreneurs
Individuals who notice opportunities and take the responsibility for mobilizing the resources necessary to produce new and improved goods and services.
Entrepreneurs start new businesses and carry out all of the management functions. Entrepreneurs assume all of the risks for losses and receive all of the returns (profits) from their ventures.
24
Entrepreneurship (contd)
Intrapreneurs
Individuals (managers, scientists, or researchers) who work inside an existing organization and notice an opportunity for product improvements and are responsible for managing the product development process.
Intrapreneurs frustrated with the lack of support or opportunity at their firm often leave and form their own new ventures.
25
Personality Traits
Personality Traits
Enduring tendencies to feel, think, and act in certain ways Characteristics that influence how people think, feel and behave on and off the job
The personalities of managers account for the different approaches that managers adopt to management.
Traits are viewed as continuums (from high to low) along which individuals fall.
26
Figure 2.1
27
Negative Affectivity
The tendency to experience negative emotions and moods, to feel distressed, and to be critical of oneself and others.
Managers high on this trait are often critical and feel angry with others and themselves.
28
Conscientiousness
The tendency to be careful, scrupulous, and persevering.
Openness to Experience
The tendency to be original, have broad interests, to be open to a wide range of stimuli, be daring, and take risks.
29
Source: Tellegen, Brief Manual for the Differential Personality Questionnaire (unpublished manuscript, University of Minnesota, 1982).
Figure 2.2
210
Managers should also be aware of their own style and try to tone down problem areas.
211
214
215
Attitudes
Capture managers thoughts and feelings about their specific jobs and organizations.
216
Instrumental Values
A personal conviction about desired modes of conduct or ways of behaving
Being hard-working, broadminded, capable.
Value System
The terminal and instrumental values that are the guiding 217 principles in an individuals life.
Source: Rokeach, The Nature of Human Values (New York: Free Press, 1973).
Figure 2.3
218
Attitudes
Attitudes
A collection of feelings and beliefs.
Job Satisfaction
A collection of feelings and beliefs that managers have about their current jobs.
Managers high on job satisfaction have a positive view of their jobs. Levels of job satisfaction tend increase as managers move up in the hierarchy in an organization.
219
Source: R.B. Dunham and J. B. Herman, Development of a Female Face Scale for Measuring Job Satisfaction. Journal of Applied Psychology 60 (1975): 62931.
Figure 2.4
220
Attitudes (contd)
Organizational Citizenship Behaviors
Behaviors that are not required of organizational members but that help the firm in gaining a competitive advantage.
Managers with high satisfaction are more likely perform these above and beyond the call of duty behaviors. Managers who are satisfied with their jobs are less likely to quit.
221
Attitudes (contd)
Organizational Commitment
The collection of feelings and beliefs that managers have about their organization as a whole
Committed managers are loyal to and are proud of their firms.
The commitment of international managers is affected by job security and personal mobility.
222
Source: L. W. Porter and F. J. Smith, Organizational Commitment Questionnaire, in J. D. Cook, S. J. Hepworth, T. D. Wall, and P. B. Warr, eds., The Experience of Work: A Compendium and Review of 249 Measures and Their Use (New York: Academic Press, 1981), 8486.
Figure 2.5
223
A managers mood affects their treatment of others and how others respond to them.
Subordinates perform better and relate better to managers who are in a positive mood.
224
Source: A. P. Brief, M. J. Burke, J. M. George, B. Robinson, and J. Webster, Should Negative Affectivity Remain an Unmeasured Variable in the Study of Job Stress? Journal of Applied Psychology 73 (1988): 19398.
Figure 2.6
225
Emotional Intelligence
Emotional Intelligence
The ability to understand and manage ones own moods and emotions and the moods and emotions of other people.
Assists managers in coping with their own emotions.
Helps managers carry out their interpersonal roles of figurehead, leader, and liaison.
226
Organizational Culture
Organizational Culture
The set of shared values, norms, standards for behavior, and shared expectations that influence the way in which individuals, groups, and teams interact with each other and cooperate to achieve organizational goals.
Attraction-Selection-Attrition Framework
A model that explains how personality may influence organizational culture.
Founders of firms tend to hire employees whose personalities that are to their own, which may or may not benefit the organization over the long-term.
227