1. Organizational Behavior (MGT-502)
Lecture-6

2. Summary of Lecture-5

3. Challenges to Organizations
Globalization
Diversity
Technology
Ethics

4. Ability
Mental and physical capabilities to perform various tasks.

5. Learning
A relatively permanent change in the behavior occurring as a result of experience.

6. Learning Theories Social Learning Classical Conditioning Operant
Prentice Hall, 2001
Chapter 2

7. Today’s Topics

8. Values

9. B = f(P,E) Behavior The Person Skills & abilities Personality
Perceptions
Attitudes
Values
Ethics
The Environment
Organization
Work group
Job
Personal life
Behavior
B = f(P,E)

10. Values.
Values are broad preferences concerning appropriate courses of action or outcomes.
Values influence behavior and attitudes.

11. The Importance of Values
Motivation
Behavior
Perceptions
Attitudes
Values

12. Values
basic convictions that “a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.”
They contain a judgmental element in that they carry the individual’s idea of what is right, good, or desirable.
Value System -- a hierarchy based on a ranking of an individual’s values in terms of their intensity.

13. Sources of our Value Systems
Importance of Values
Values generally influence attitudes and behavior.
Sources of our Value Systems
A significant portion is genetically determined.
Other factors include national culture, parental dictates, teachers, friends, and similar environmental influences.
Values are relatively stable and enduring.

14. The Importance of Values
Judgment
Content
Stability
Intensity

15. Ethical Behavior
Ethical Behavior - acting in ways consistent with one’s personal values and the commonly held values of the organization and society. 19

16. Values, Ethics & Ethical Behavior
Value Systems - systems of beliefs that affect what the individual defines as right, good, and fair
Ethics - reflects the way values are acted out
Ethical behavior - actions consistent with one’s values 22

17. Cognitive Moral Development
Cognitive Moral Development - The process of moving through stages of maturity in terms of making ethical decisions
Level l
Premoral
Level ll
Conventional
Level lll
Principled 25

18. Values, Loyalty, and Ethical Behavior
Ethical Climate in the Organization
Ethical Values and Behaviors of Leaders

19. Sources of values. Parents. Friends. Teachers. Role models.
External reference groups.

20. Types of values. Terminal values. Instrumental values.
Preferences concerning the ends to be achieved.
Instrumental values.
Preferences for the means to be used in achieving desired ends.

21. Types of values — cont. Theoretical values. Economic values.
Aesthetic values.
Social values.
Political values.
Religious values.

22. Patterns and trends in values.
Duty.
Honesty.
Responsibility.
Economic incentives.
Organizational loyalty.
Work-related identity.

23. Individual Differences Impact Job Performance & Job Satisfaction
Values
Job
Performance
Satisfaction
Attitudes
Abilities

24. Work Values Achievement (career advancement)
Concern for others (compassionate behavior)
Honesty (provision of accurate information)
Fairness (impartiality) 16

25. Individual/Organizational Model of Ethical Behavior
Individual Influences
Value systems
Locus of control
Cognitive moral development
Ethical
Behavior
Organizational Influences
Codes of conduct
Norms
Rewards and punishments 21

26. Locus of Control
Locus of Control - personality variable that affects individual behavior
Internal - belief in personal control and personal responsibility
External - belief in control by outside forces (fate, chance, other people) 23

27. Qualities Required for Ethical Decision-making
The competence to identify ethical issues and evaluate
the consequences of alternative courses of action
The self-confidence to seek out different opinions about
the issue and decide what is right in terms of a situation
The willingness to make decisions when all that needs to be
known cannot be known and when the ethical issue has no
established, unambiguous solution 20

28. Values Across Cultures
Power Distance
Individualism or Collectivism
Quantity or Quality of Life
Uncertainty Avoidance
Long-Term or Short-Term

29. Cultural Differences in Values17

30. Handling Cultural Differences
Learn about others’ values
Avoid prejudging
Operate legitimately within others’ ethical points of view
Avoid rationalizing
Refuse to violate fundamental values
Be open 18

31. The GLOBE Framework for Assessing Cultures
Assertiveness
Future Orientation
Gender differentiation
Uncertainty avoidance
Power distance
Individual/collectivism
In-group collectivism
Power orientation
Humane orientation
The GLOBE Framework for Assessing Cultures

32. Let’s stop it here

33. Summary

34. The Importance of Values
Motivation
Behavior
Perceptions
Attitudes
Values

35. Sources of values. Parents. Friends. Teachers. Role models.
External reference groups.

36. Values Across Cultures
Power Distance
Individualism or Collectivism
Quantity or Quality of Life
Uncertainty Avoidance
Long-Term or Short-Term

37. Handling Cultural Differences
Learn about others’ values
Avoid prejudging
Operate legitimately within others’ ethical points of view
Avoid rationalizing
Refuse to violate fundamental values
Be open and above board 18

38. Next….

39. Attitudes
Values

40. Organizational Behavior (MGT-502)
Lecture-6