- Chapter 1: Introduction to Principles of Management
- Section 1: Who Are Managers?
- Section 2: Leadership, Entrepreneurship, and Strategy
- Section 3: Planning, Organizing, Leading, and Controlling
- Section 4: Economic, Social, and Environmental Performance
- Section 5: Performance of Individuals and Groups
- Section 6: Your Principles of Management Survivor’s Guide
- Chapter 2: Personality, Attitudes, and Work Behaviors
- Chapter 3: History, Globalization, and Values-Based Leadership
- Chapter 4: Developing Mission, Vision, and Values
- Chapter 5: Strategizing
- Section 1: Strategic Management in the P-O-L-C Framework
- Section 2: How Do Strategies Emerge?
- Section 3: Strategy as Trade-Offs, Discipline, and Focus
- Section 4: Developing Strategy Through Internal Analysis
- Section 5: Developing Strategy Through External Analysis
- Section 6: Formulating Organizational and Personal Strategy With the Strategy Diamond
- Chapter 6: Goals and Objectives
- Section 1: The Nature of Goals and Objectives
- Section 2: From Management by Objectives to the Balanced Scorecard
- Section 3: Characteristics of Effective Goals and Objectives
- Section 4: Using Goals and Objectives in Employee Performance Evaluation
- Section 5: Integrating Goals and Objectives with Corporate Social Responsibility
- Section 6: Your Personal Balanced Scorecard
- Chapter 7: Organizational Structure and Change
- Chapter 8: Organizational Culture
- Chapter 9: Social Networks
- Chapter 10: Leading People and Organizations
- Chapter 11: Decision Making
- Chapter 12: Communication in Organizations
- Chapter 13: Managing Groups and Teams
- Chapter 14: Motivating Employees
- Chapter 15: The Essentials of Control
- Chapter 16: Strategic Human Resource Management
- Section 1: The Changing Role of Strategic Human Resource Management in Principles of Management
- Section 2: The War for Talent
- Section 3: Effective Selection and Placement Strategies
- Section 4: The Roles of Pay Structure and Pay for Performance
- Section 5: Designing a High-Performance Work System
- Section 6: Tying It All Together—Using the HR Balanced Scorecard to Gauge and Manage Human Capital, Including Your Own
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Developing Your Positive Attitude Skills
Learning Objectives
Learn to be happier at work.
Leverage your attitudes for optimum work performance.
Figure 2.16.

Research shows that acting positive at work can actually help you become happier over time as emotions can be influenced by actions.
Have you ever wondered how you could be happier at work and how greater work satisfaction could improve your overall effectiveness? Here are some ideas that may help you achieve a great sense of peace for yourself as well as when you are working with a negative coworker.
Leverage your Big Five traits. Your personality is a big part of your happiness. Which of the Big Five positive traits are you strongest on? Be aware of them and look for opportunities to express them at work. Are you high on Neuroticism? If so, work to overcome this challenge: If you choose to find the negative side of everything, you will.
Find a job and company that fit you well. Good fit with the job and company are important to your happiness. This starts with knowing yourself, your chosen career, and the particular job in question: What do you want from the job? What do you enjoy doing?
Get accurate information about the job and the company. Ask detailed questions about what life is like in this company. Do your research. Read about the company; use your social network to understand the company’s culture.
Develop good relationships at work. Make friends. Try to get a mentor if your company does not have a formal mentoring program. Approach a person you admire and attempt to build a relationship with this person. An experienced mentor can be a great help in navigating life at a company. Your social network can help you weather the bad days and provide you with emotional and instrumental support during your time at a company as well as afterward.
Pay is important, but job characteristics matter more to your job satisfaction. So don’t sacrifice the job itself for a bit more money. When choosing a job, look at the level of challenge and the potential of the job to make you feel engaged.
Be proactive in managing organizational life. If the job is stressful, cope with it by effective time management and having a good social network, as well as being proactive in getting to the source of stress. If you don’t have enough direction, ask for it!
Know when to leave. If the job makes you unhappy over an extended period of time and there is little hope of solving the problems, it may be time to look elsewhere.
Key Takeaway
Promoting a positive work attitude will increase your overall effectiveness as a manager. You can increase your own happiness at work by knowing yourself as a person, by ensuring that you work at a job and company where you fit in, and by building effective work relationships with your manager, coworkers, and subordinates. Concentrating on the motivating potential of the job when choosing a job and solving the problems you encounter in a proactive manner may be helpful as well.
Exercises
Do you believe that your own happiness at work is in your hands? What have you done in the past to increase your own satisfaction with work?
Consider the most negative person you work or interact with. Why do you think they focus more on the negative side of life?
On the basis of what you have read in this chapter, can you think of ways in which you can improve your effectiveness in dealing with negative coworkers?

Cite this Content
Citation Information
APA Format:Erdogan, Berrin., Bauer, Talya., and Carpenter, Mason., Principles of Management. Retrieved Mar 14, 2010 from http://www.flatworldknowledge.com/node/28982 .
MLA Format:Erdogan, Berrin, Bauer, Talya, , and Mason Carpenter. Principles of Management. 1969 . Flat World Knowledge. 14 Mar, 2010. <http://www.flatworldknowledge.com/node/28982> .
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