values

Examples of values in the following topics:

• Defining Values

  • A person will filter all of these influences and meld them into a unique value set that may differ from the value sets of others in the same culture.
  • Values can strongly influence employee conduct in the workplace.
  • However, hiring for values is at least as important.
  • Because individual values have such strong attitudinal and behavioral effects, a company must hire teams of individuals whose values do not conflict with either each other's or those of the organization.
  • Define values in the context of organizational ethics and organizational behavior

• How Values Influence Behavior

  • Values influence behavior because people emulate the conduct they hold valuable.
  • Values are defined as perspectives about an appropriate course of action.
  • If a person values honesty, then he or she will strive to be honest.
  • People who value transparency will work hard to be transparent.
  • The relationship between values and behavior is intimate, as values create a construct for appropriate actions.

• The Manager's Role in Ethical Conduct

  • Employees can more easily make ethical decisions that promote a company's values when their personal values match the company's norms.
  • Personal values in this way exist in relation to cultural values, either in agreement with or divergent from prevailing norms.
  • The most important influence on our values comes from the families we grow up with.
  • Religion (or a lack thereof) also plays a role in teaching children values.
  • Explain the role of personal values in influencing behavior in organizations

• Culture and Ethics

  • Culture reflects the moral values and ethical norms governing how people should behave and interact with others.
  • It is the sum of attitudes, values, goals, and practices shared by individuals in a group, organization, or society.
  • Cultural relativists consider this to be an ethnocentric view, as the universal set of values proposed by universalists are based on their set of values.
  • This diagram attempts to plot different countries by the importance of different types of values.
  • One axis represents traditional values to secular-rational values, while the other axis accounts for survival values and self-expression values.

• The Financial Value of Social Responsibility

  • This is attributable to lower costs or increased revenue from customers who want to support business that reflects their personal values.
  • An organization's CSR practices might also increase employee loyalty, which lowers the cost of turnover; it also helps attract potential employees willing to work for less for a company whose values they share.
  • Harvard professors Michael Porter and Mark Kramer introduced the notion of "creating shared value" (CSV) as a way of thinking about the benefits of corporate social responsibility.
  • By focusing on creating shared value, an organization helps to shape the context in which it competes to its advantage.
  • In this way, the shared value model takes a long-term perspective on the financial benefits of corporate social responsibility.

• Observable Culture

  • Observable culture is the visceral reflection of a company's underlying values that drive business decisions and policies.
  • A company's values play a big role in reflecting their observable culture.
  • Observable culture within an organization is the reflection of a company's underlying values that drive business decisions and policies.

• Core Culture

  • Core culture is the underlying value that defines organizational identity through observable culture.
  • Core culture is more ideological and strategic, representing concepts such as vision (long-term agenda and values), while observable culture is more of a communications channel (i.e., stories, logos, symbols, branding, mission statement, and office environment).
  • The next level is values, which bridges the gap between observable and core culture.
  • Values are explicitly and observably stated in organizational literature (i.e., the employee handbook and mission statement), but also implicitly executed in individual behaviors.
  • Upper management must decide which values and ethos will constitute the core of the organizational culture, and then instill this internally, in their employees, and communicate it externally, to stakeholders (via observable culture).

• Trends in Organizational Diversity

  • Analyzing trends in equality and value in diversity is useful for managers seeking to incorporate both.
  • This perspective still promotes the active seeking out of diversity in the workplace, but does so primarily based on the intrinsic value of employees with different backgrounds and skill sets.
  • The social justice model of diversity is distinct from the older affirmative action in that it focuses less on employing minorities and more on the value of a diverse workforce.
  • The natural value achieved through varying perspectives in the workplace complements social justice well.
  • Upper management, recognizing the strategic value of diversity, continues to pursue the knowledge and skills necessary for a truly inclusive workplace.

• The Resource-Based View

  • Upper management must carefully consider what resources are at the company's disposal and how these assets may equate to operational value through strategic processes.
  • Valuable – A resource must enable a firm to employ a value-creating strategy by either outperforming its competitors or reducing its own weaknesses.
  • The value factor requires that the costs invested in the resource remain lower than the future rents demanded by the value-creating strategy.
  • Rare – To be of value, a resource must be rare by definition.
  • Non-substitutable – Even if a resource is rare, potentially value-creating and imperfectly imitable, of equal importance is a lack of substitutability.

• Moral Leadership

  • Moral or ethical leadership involves the commitment to doing what is right according to societal and cultural beliefs and values about acceptable behavior.
  • Moral leaders have a clear understanding of their own values and hold themselves accountable for them.
  • Moral leaders also play an important role in communicating an organization's values.
  • In this way, moral leaders take responsibility for the moral climate in their organizations and help others understand, share, and act in accordance with those values.