FACULTY OF ENVIRONMENTAL SCIENCES
DEPARTMENT OF AGRI SCIENCES
TO : ZONDIWE JERE
FROM : GROUP 3
EDWIN PHIRI BSVCA 3521
LUCAS GABRIEL YAFETI BSVCA 0921
ISHMAEL HAJI BSTCDU 0522
JUNIOR KAMANGA BSTCD 1621
JOREEN NGABU DALLAS BSTCDU 0422
MADALITSO KAZEMBE BSTCD 1921
ISAAC CHIBVUNDE BSTCD 0421
MATIAS SINOYA BSVCA 3821
WONGANI GONDWE BSVCA 1021
KONDANANI MAWINDO BSVCAU 1322
SPIWE SINGINI BSTCD 3020
TAKONDWA NGWIRA BSTCD 3421
COURSE NAME : ORGANISATION THEORY AND BEHAVIOUR
COURSE CODE : BVCA3604
ASSIGN TITLE : THE IMPACT OF PERSONAL ATTITUDES, VALUES,
MOODS,AND EMOTIONS ON ORGANIZATIONS
DUE DATE : 23/08/2024
THE IMPACT OF PERSONAL ATTITUDES, VALUES, MOODS, AND
EMOTIONS ON ORGANIZATIONS
A. PERSONAL ATTITUDES
Personal attitudes refer to individual’s consistent evaluations, feelings, and tendencies
toward an object or idea (Petty, 1995). In an organizational context, attitudes can
affect job satisfaction, commitment, and performance. It has three major components.
These are cognitive component, affective component and behavioral component.
Cognitive component involves beliefs and ideas about a person or object. For
example, believing that a job is meaningful can lead to positive attitudes. Affective
Component includes feelings towards a person or object. Positive feelings towards
colleagues can enhance teamwork and collaboration. Behavioral Component relates to
intentions to behave in a certain way. For instance, a positive attitude towards the
organization can lead to proactive behaviors. Personal attitudes play a significant role
in shaping the dynamics of an organization. They can either positively or negatively
affects an organization.
Firstly, Employees with a positive attitude tend to be more productive, efficient, and
creative(Greenberg, 2013). They are more likely to be engaged in their work, leading
to increased job satisfaction and reduced turnover rates. Positive attitudes also foster
better teamwork and collaboration, leading to improved communication and a more
supportive work environment. Furthermore, employees with a positive attitude are
more likely to provide excellent customer service, leading to increased customer
satisfaction and loyalty. Leaders with a positive attitude can inspire and motivate their
team, fostering a positive work environment and encouraging creativity and
innovation.
On the other hand, a negative attitude can have negative effects on an organization.
Employees with a negative attitude tend to be less productive, more prone to conflict,
and less engaged in their work(Greenberg, 2013). This can lead to decreased job
satisfaction, increased turnover rates, and a toxic work environment. Negative
attitudes can also stifle innovation and creativity, leading to stagnation and decreased
competitiveness. Leaders with a negative attitude can demotivate and disengage their
team, leading to decreased productivity and increased turnover rates.
To promote a positive attitude in the workplace, organizations can take several steps.
Firstly, they can foster a supportive work environment by encouraging open
communication, recognizing and rewarding employees, and providing opportunities
for growth and development. Secondly, they can promote work-life balance by
offering flexible working arrangements and ensuring that employees are not
overworked or undervalued. Finally, organizations can lead by example, with leaders
demonstrating a positive attitude and inspiring their team to do the same.
B. VALUES
Values are the ideas in the mind of men compared to norms in that they specify how
people should behave. Values are collective conceptions of what is considered good,
desirable, and proper or bad, undesirable, and improper in a culture(DeMartini, 2013).
Research indicates that they are shaped early in life and show stability over the course
of a lifetime. Early family experiences are important influences over the dominant
values. Values of a generation also change and evolve in response to the historical
context that the generation grows up in. Examples of values are wealth, loyalty,
independence, equality, justice, fraternity and friendliness.
There are two types of values; terminal and instrumental values(DeMartini, 2013).
Terminal Values are values perceived as most important or most desirable. These
refer to desirable end states of existence, the goals a person would like to achieve
during his or her lifetime. They include happiness, self-respect, recognition, inner
harmony, leading a prosperous life, and professional excellence. Instrumental values
deal with views on acceptable modes of conduct and means of achieving the terminal
values. These include being honest, sincere, ethical, and being ambitious.
Attributes of values include ability to provide standards of competence and morality,
able to go beyond specific situations or persons, being influenced by culture, tradition,
and a combination of internal and external factors, they are relatively permanent and
lastly they are more central to the core of a person.
The Impact of Personal Values on an Organization
Personal values play a significant role in shaping an individual's behavior, decision-
making, and interactions within an organization (Covey, 1989). These values can have
both positive and negative impacts on the organization, influencing its culture,
productivity, and overall success.
On the positive side, personal values can bring numerous benefits to an organization.
When employees' personal values align with the organization's mission and values,
they are more likely to be motivated, engaged, and committed to achieving its goals.
This alignment can lead to increased job satisfaction, reduced turnover rates, and
improved overall well-being. Moreover, shared personal values among team members
can foster a sense of community, enhancing teamwork, collaboration, and
communication. Leaders who embody strong personal values can inspire trust,
loyalty, and admiration from their employees, creating a positive work environment.
Furthermore, diverse personal values can bring unique perspectives and ideas, driving
innovation and creativity within the organization. Employees who feel comfortable
expressing their values and beliefs can contribute to a culture of inclusivity, respect,
and empathy. This, in turn, can lead to better decision-making, improved customer
satisfaction, and enhanced reputation.
However, personal values can also have negative impacts on an organization.
Conflicting personal values among employees can lead to workplace conflicts,
decreased morale, and reduced productivity(Robbins, 2018). When employees'
personal values clash with the organization's culture or mission, they may experience
cognitive dissonance, leading to dissatisfaction, turnover, or even sabotage. Leaders
whose personal values prioritize self-interest over organizational goals can create a
toxic work environment, characterized by mistrust, favoritism, and unethical
behavior.
Additionally, personal values can sometimes lead to biases and prejudices, affecting
decision-making and interactions with colleagues, customers, or stakeholders.
Employees who impose their personal values on others can create a culture of
intolerance, stifling diversity and creativity. In extreme cases, personal values can
even lead to unethical behavior, such as discrimination, harassment, or fraud,
damaging the organization's reputation and legal standing.
C. EMOTIONS
Are intense feelings that are directed towards someone or something. Emotion shapes
an individual’s belief about the value of a job, a company, or a team(Dweck, 2006).
Also affects behavior at work.
CLASSIFICATION OF EMOTIONS
Emotions can be classified into positive or negative
Positive affect is a dimension consisting of positive emotions such as excitement, self-
assurance, and cheerfulness at the high end, and boredom, sluggishness, and tiredness
at the low end.
Negative affect is a dimension consisting of nervousness, stress and anxiety at the
high end, and relaxation, calmness and poise at the low end
MAJOR TYPES OF EMOTIONS
There are six major types of emotions in the workplace,
Anger, Fear, Joy (happiness), Love (emotional continuum, Sadness (disgust) and
surprise
SOURCES OF EMOTION
Emotions have a trait component: most people have built in tendencies to experience
certain moods and emotions more frequently than others do.
People also experience the same emotions with different intensities.
Affectively intense people experience both positive and negative emotions more
deeply: when they are sad, they are really sad and really happy.
The Impact of Personal Emotions on an Organization
Personal emotions can have both positive and negative impacts on the organization,
On the positive side, personal emotions can bring numerous benefits to an
organization. Emotions such as enthusiasm, passion, and excitement can be
contagious, inspiring creativity, innovation, and motivation among employees. A
positive emotional climate can foster a sense of belonging, encouraging collaboration,
teamwork, and open communication. Leaders who express genuine emotions like
empathy, compassion, and gratitude can build trust, loyalty, and strong relationships
with their employees(Cialdini, 1984).
Moreover, emotions like curiosity and love for learning can drive personal growth,
skill development, and adaptability, leading to a more resilient and agile organization.
Emotions can also serve as a moral compass, guiding ethical decision-making and
promoting a culture of integrity.
However, personal emotions can also have negative impacts on an organization.
Unmanaged emotions like stress, anxiety, and frustration can lead to burnout,
decreased productivity, and absenteeism. Emotions like fear, anger, and jealousy can
create a toxic work environment, characterized by conflict, gossip, and sabotage.
Leaders who struggle with emotions like pride, arrogance, or bitterness can make poor
decisions, prioritize self-interest, and damage relationships with employees and
stakeholders.
Furthermore, emotions like complacency, apathy, and disengagement can hinder
innovation, creativity, and progress, leading to stagnation and decline. Emotions can
also cloud judgment, leading to biased decision-making, poor communication, and
ineffective problem-solving.
D. MOODS
Mood is a temporary and relatively long-lasting emotional state that influences an
individual's thoughts, feelings, and behaviors. It is a complex emotional state that
influences an individual's behavior, interactions, and overall well-being.
Mood is a prolonged emotional state that affects an individual's perception, attitude,
and behavior. Unlike emotions, which are intense and short-lived, moods are more
stable and can last for hours, days, or even weeks. Moods have several distinct
characteristics, including being pervasive, persistent, intense, and subjective(Ross,
2002). They can affect various aspects of an individual's life, including work and
personal relationships, and can last for an extended period, influencing behavior and
interactions.
There are several types of moods, including positive, negative, and neutral. Positive
moods, such as happiness, relaxation, and enthusiasm, can enhance creativity,
innovation, and productivity. Negative moods, such as anxiety, irritability, and
sadness, can decrease motivation, lead to conflicts, and reduce job satisfaction.
Neutral moods, such as boredom, indifference, and calmness, can have a minimal
impact on behavior and interactions.
The Impact of Mood on an Organization.
Mood, a complex emotional state, has a profound impact on an organization,
influencing its culture, productivity, and success. Mood can have both positive and
negative effects on an organization, depending on its nature and intensity.
On the positive side, a good mood can be a powerful catalyst for success(Ross, 2002).
When employees are in a positive mood, they are more likely to be motivated,
engaged, and productive. A positive mood can foster creativity, innovation, and
collaboration, leading to improved problem-solving and decision-making. Moreover,
a positive mood can enhance communication, customer service, and teamwork,
creating a supportive and inclusive work environment. Leaders with a positive mood
can inspire trust, loyalty, and enthusiasm among employees, promoting a sense of
unity and purpose.
On the negative side, a bad mood can be a toxic force that undermines an
organization's performance. When employees are in a negative mood, they are more
likely to be disengaged, demotivated, and unproductive. A negative mood can lead to
conflicts, poor communication, and decreased job satisfaction, creating a toxic work
environment. Moreover, a negative mood can impair cognitive functioning, leading to
poor decision-making and judgment. Leaders with a negative mood can create a
culture of fear, mistrust, and disengagement, ultimately affecting the organization's
reputation and success(George, 2012).
Furthermore, mood can also impact employee well-being, absenteeism, and turnover
rates. Employees with a positive mood are more likely to be resilient, adaptable, and
committed to their work, while employees with a negative mood are more likely to
experience burnout, absenteeism, and turnover.
In conclusion, person attitudes, values, emotions, and moods have profound impact on
an organization’s culture, productivity, and success. These individuals’ factors can
either positively or negatively influence employee behaviour, decision making and
interactions, ultimately affecting the organization’s overall performance.
REFERENCES
Cialdini, R., 1984. Influence: The psychology of persuasion.. New York: William
Morrow Paperbacks.
Covey, S., 1989. The 7 habits of highly effective people.:. New York: Simon &
Schuster.
DeMartini, J., 2013. The values factor. New York: Berkley Books.
Dweck, C. S., 2006. Mindset: The new psychology of success.. New York: Random
House.
George, J. M. &. J. G. R., 2012. Understanding and managing organizational
behavior. 6th ed ed. s.l.: Pearson.
Greenberg, J., 2013. Behavior in organizations. 10th ed ed. s.l.: Pearson.
Petty, R. E. C. J. T. &. S. D., 1995. Attitudes and persuasion. Boulder, Colorado:
Westview Press.
Robbins, S. P. &. J. T. A., 2018. Organizational behavior. 18th ed ed. s.l.: Pearson..
Ross, J., 2002. The mood cure. New York: Penguin Books.
