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

PERSONAL AND

ORGANIZATIONAL

VALUES

5

2

Learning Objectives

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.

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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

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.

7Figure 5.1: Social Factors of a Generation

Where Values Come From

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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.

Where Values Come From

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Figure 5.2:

Examples of Terminal

and Instrumental

Values

Where Values Come From

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Value Systems

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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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.

Value Systems

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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.

Value Systems

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Graves’s seven value levels:

– Reaction

– Tribalism

– Egocentrism

– Conformity

– Achievement

– Social orientation

– Existentialism

Value Systems

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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.

Value Systems

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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

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

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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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.

Values Conflicts

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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.

Values Conflicts

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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:

– 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?

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Building a character ethic for integrity:

– Focus

– Respect

– Responsibility

– Pride

– Fairness and equity

– Trust and being trusted

Strategies for Success

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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.