PPT-Values, Attitudes, Emotions, and Culture:

The Manager as a Person Chapter Two Learning Objectives LO21 Describe the various personality traits that affect how managers think feel and behave LO22 Explain what values and attitudes are and describe their impact on managerial action. The Manager as a Person. Chapter Two. Learning Objectives. LO2-1. . Describe . the various personality traits that affect how managers think, feel, and behave. LO2-2. Explain . what values and attitudes are and describe their impact on managerial action. chapter three. McGraw-Hill/Irwin. Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.. Learning Objectives. Describe the various personality traits that affect how managers think, feel, and behave. What meanings, connotations, values, attitudes, impressions are implied or suggested?. Strine:. Australian slang to describe the use of the Australian dialect and pronunciation. “Nose Tone Unturned. Global Marketing. Chapter 4. 4-. 2. Introduction. This chapter includes:. Society, Culture, and Consumer Culture. Ethnocentricity and. Self-Reference Criterion. Hall’s Theory. Hofstede’s. Cultural Typology. Week 10. Today’s questions. If “emotions are universal”, what do we really mean?. To what extent does culture influence emotions. ?. We will not cover how emotions .  culture (I’m not even sure what that means.). and Stress. McGraw-Hill/Irwin. Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.. Emotions and Stress at JetBlue. Former JetBlue employee Steven Slater (shown in photo) and other flight attendants are expected to manage their emotions on the job even when faced with significant stressors.. VALUES. DEFINITION. concepts or beliefs that guide how we make decisions about and evaluations of . behaviours. and events.. Values tend to be relatively stable and enduring.. Mostly formed during early years through socialization.. The unwritten code that affects the attitudes and behaviours of staff, approaches to decision making and the leadership style of management. . Identity. Teamwork. Commitment/Retention. Motivation. Orientation as to decision making. The unwritten code that affects the attitudes and behaviours of staff, approaches to decision making and the leadership style of management. . Further definitions: Organisational Culture. “The values and standards shared by people and groups within an organisation”. Understanding and. Managing. Organizational. Behavior. Chapter. 3. Sixth Edition. Jennifer M. George & Gareth R. Jones. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall. 3-1. "People travel to wonder at the height of the mountains, at the huge waves of the seas, at the long course of the rivers, at the vast compass of the ocean, at the circular motion of the stars, and yet they pass by themselves without wondering”.. Learning Outcomes. Explain the ABC model of an attitude. Describe how attitudes are formed. Identify sources of job satisfaction and commitment. Distinguish between organizational citizenship and workplace deviance behaviors. Learning Objectives. Understand why shaping culture is a vital function of leadership. Recognize the characteristics of a responsive, as opposed to a resistant, culture. Know how to establish a high-performance culture by paying attention to both values and . Relationships After . Short-Term Exposure to Sexually Explicit Material. Heather Morgan. Saffron . Redwine. Hanover College. Attitudes toward Sexually Explicit Materials. . In a study performed by Carroll et al. (2007) two thirds (67% ) of young men and one half (49%).