5 PERSONAL AND ORGANIZATIONAL VALUES

McGraw-Hill/Irwin

Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.

Learning Objectives     

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Define values. Compare and contrast values and attitudes. Explain the origins of your values. Identify your personal values. Define and explain value systems. Discuss the role of integrity. Identify strategies for coping with values conflicts. Apply values in a global context. 2

What Are Values   

Values are the worth or importance attached to different factors in one’s life. Corporate culture is a system of shared values throughout any given organization. Differences in values give rise to conflicts between employees.

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Values Versus Attitudes   

Attitudes are affected by values. Values may be tangible or intangible. Values are an important part of everyone’s lives and organizations.

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Where Values Come From 

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Personal values are formed in early childhood and are affected strongly by the values of parents and the child’s environment. Other important factors are religion, political views, parents, socioeconomic class, exposure to education, television, the Internet, and other mass media.

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Where Values Come From 

Daniel Yankelovich - Value patterns that have emerged since the early 1970s: – – –

The nature of a person’s paid job is now more significant. Leisure time is more valued. Americans now insist much more strongly that jobs become less impersonal, and more human and humane.

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Where Values Come From

Figure 5.1: Social Factors of a Generation

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Where Values Come From 

Values can be placed in two categories. – –

Terminal values that maintain a high priority throughout one’s life. Instrumental values that reflect the ways one prefers to behave.

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Where Values Come From

Figure 5.2: Examples of Terminal and Instrumental Values

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Value Systems 

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Value systems are frameworks people use to develop beliefs about themselves, others, and how they should be treated. Eduard Spranger defined six types of people based on their types of value systems.

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Value Systems 

Spranger’s six value systems: – – –

Theoretical person - Individual seeks to discover truth. Economic person - Perceives useful things in life as most important. Aesthetic person - Considers beauty, form, and harmony as most important.

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Value Systems 

Spranger’s six value systems (cont.): – – –

Social person - Values and loves other people. Political animal - Is motivated by power; their values center on influence, fame, and power. Religious person - Values unity highly, and tries to understand the universe as a whole and relate to it meaningfully.

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Value Systems 

Graves’s seven value levels: – –

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Reaction Tribalism Egocentrism Conformity Achievement Social orientation Existentialism

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Value Systems 

Another way to see values systems –

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Pragmatism - The belief in the practicality of an action, rather than in strong belief in the idea behind that action. Humanism - A belief in the worth and dignity of all people. Idealism - The belief in the importance of ideas and thoughts.

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The Role of Integrity   

Integrity is defined as soundness of moral character. Lately, the word has received a new emphasis—especially as an element of trust. According to Stephen Covey, people have developed a focus on personality rather than on character.

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The Role of Integrity 

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Personality ethic: Emphasis is placed on being likable, making sure that you are received well, and maintaining a positive mental attitude. Character ethic: Emphasis is placed on principles, beliefs, and strong values rather than upon the use of various surface techniques.

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Values Conflicts 

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Values conflicts occur when one set of values clashes with another, and a decision has to be made. Interpersonal values conflicts –

Occur when people from differing backgrounds having different value systems have to work together.

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Values Conflicts 

Personal versus group values –

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Often involve a clash between the individual and the group.

Internal values conflicts – –

Occur when people themselves want two different outcomes that contradict each other. Could lead to cognitive dissonance, the emotional state that results from acting in ways that contradict one’s beliefs or other actions.

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Values Conflicts 

When you experience cognitive dissonance, you might use any of these methods to make them appear more consistent and to lessen the stress caused: – – – –

You can change your original beliefs. You can use denial. You can get into self-justification. You can change your own behavior.

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Values in an International Economy  

People from other cultures define your values by your behavior. Areas of difference in values and in perception of the values of others: – – – –

Views of power and authority. Views of the individual versus the group. Tolerance for uncertainty. The value of punctuality.

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Strategies for Success 

Redefining your personal values: The Rath test: – – –

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Did I choose this value freely, with no outside pressure? Did I choose this value from several alternatives? Did I consider the consequences of my choice? Do I like and respect this value? Will I defend this value publicly? Will I base my behavior on this value? Do I find this value persistent throughout my life? 21

Strategies for Success 

Building a character ethic for integrity: – –

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Focus Respect Responsibility Pride Fairness and equity Trust and being trusted

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Summary  

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Corporate culture is a system of shared values throughout any organization. Attitudes are often affected by values. Values systems are frameworks people use in developing beliefs about themselves, others, and how they should be treated. Integrity, or soundness of moral character, is an important part of any value system.

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