1. PERSONAL AND ORGANIZATIONAL VALUES
Chapter 5
PERSONAL AND ORGANIZATIONAL VALUES

2. What Are Values
Values are the worth or importance attached to different factors in one’s life.
Values are ideals that shape and give significance to our lives. They are reflected through the priorities that we choose, and the decisions we make and actions we take.

3. What Are Values
Corporate culture is a system of shared values throughout any given organization.
Differences in values may give rise to conflicts between:
Organization and employees.
Management and employees
Employees and employees

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

5. Where Values Come From
Personal values are 40 to 50 percent genetically determined and other 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.

6. Values and Attitudes Values are relatively stable and enduring.
If we know an individual’s values, we are better able to predict a behavior in a particular situation.

7. Values Priority
Control/Order/Discipline
Care/Nurture
25%
75%
75%
25%

8. 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.

9. Social Factors of a Generation
Where Values Come From
Social Factors of a Generation

10. Where Values Come From Values can be placed in two categories.
Terminal values (goal values) that maintain a high priority throughout one’s life.
Instrumental values (means values) that reflect the ways one prefers to behave.
Skills – learning and experiences necessary to integrate means values

11. Where Values Come From
Examples of Terminal
and Instrumental
Values

12. Value Systems
Value systems are frameworks (values clusters) people use to develop beliefs about themselves, others, and how they should be treated. (hierarchy based on a ranking of an individual’s values)
Eduard Spranger defined six types of people based on their types of value systems.

13. 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.

14. 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.

15. Value Systems Graves’s seven value levels: Reaction Tribalism
Egocentrism
Conformity
Achievement
Social orientation
Existentialism

16. Value Systems Another way to see values systems
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.

17. The Role of Integrity
Integrity is defined as soundness of moral character. (Morals are means value clusters)
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.

18. The Role of Integrity
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.

19. Values Conflicts
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.

20. Values Conflicts Personal versus group values
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.

21. 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.

22. 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.

23. Strategies for Success
Redefining your personal values: The Rath test:
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?

24. Strategies for Success
Building a character ethic for integrity:
Focus
Respect
Responsibility
Pride
Fairness and equity
Trust and being trusted

25. Summary
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.