Values Ethics and Morality

7/29/2019 Values Ethics and Morality

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VALUES, ETHICS AND MORALITY


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- Basic convictions on how to conduct

yourself or how to live your life that is personally

or socially preferable how to live life

properly.

Values are generalized beliefs and behaviours

that are considered by an Individual or group to

be important

Represent interpretations of right and

wrong. Helps the individual understand the

right and the desirable


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ATTRIBUTES OF VALUES:

Content Attribute that the mode of conduct or end-state

is important

Intensity Attribute just how important that content is.

Value System: set/hierarchy of values in order of priority identified by the relative importance we assign to values

such as freedom, pleasure, self-respect, honesty, obedience

and equality etc

Tend to be relatively stable, consistent and enduring, though

the process of questioning our values may result in a

change. More often questioning acts to reinforce values held


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THE IMPORTANCE OF VALUES IN LIFE

Lay the foundation of our understanding ofpeoples attitudes, motivation & behaviour

Influence our perception of the world around us

Imply that some behaviors or outcomes arepreferred over others

Values cloud objectivity and rationality when

there is a threat to an individual/organizationalvalue, or if discrepancy exists in personal andorganizational values, it often leads to irrational/illogical reactions or conflicts

Values are influenced by the culture too


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CLASSIFYING VALUES ROKEACH VALUE SURVEY

Terminal Values Desirable end-states of existence; the goals that a

person would like to achieve during his or her lifetime

Instrumental Values Preferable modes of behavior or means of achieving

ones terminal values

People in same occupations or categories tend tohold similar values

But values vary between groups

Value differences make it difficult for groups to

negotiate and may create conflict


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VALUES IN THE ROKEACH SURVEY


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VALUE DIFFERENCES BETWEEN GROUPS

Source: Based on W. C. Frederick and J. Weber, The Values of Corporate Managers and Their Critics: An Empirical Description and Normative Implications, in W. C.Frederick and L. E. Preston (eds.) Business Ethics: Research Issues and Empirical Studies (Greenwich, CT: JAI Press, 1990), pp. 12344.


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GENERATIONAL VALUES

Veterans 1950-1964 65+ Hard working, conservative,

conforming; loyalty to the

organization

Boomers 1965-1985 40-60s Success, achievement, ambition,

dislike of authority; loyalty to career

Xers 1985-2000 20-40s Work/life balance, team-oriented,

dislike of rules; loyalty to

relationships

Nexters 2000-Present Under 30 Confident, financial success, self-

reliant but team-oriented; loyalty to

both self and relationships


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A nations values and norms determine what kinds of

attitudes and behaviors are acceptable or appropriate

The people of a particular culture are socialized into

national values as they grow up

Norms and social guidelines prescribe how members

of a nation should behave toward each other

Significant differences between national cultures existand make a difference in how leaders and employees

behave in organizations

NATIONAL CULTURE IDENTITIES

HOFSTEDES VALUE DIMENSIONS


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Source: Based on G. Hofstede, Cultural Constraints in Management Theories,Academy of Management Executive

(1993), pp. 8194.

A FRAMEWORK OF VALUE DIMENSIONS FOR

UNDERSTANDING CULTURAL DIFFERENCES


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Individualism is a psychological state in which people see

themselves first as individuals and believe their own interest

and values are primary

Examples:

United States

Great Britain

Australia

Collectivism is the state of mind wherein the values and goals

of the groupwhether extended family, ethnic group, or

companyare primary. People expect others in groups of which

they are a part to look after them and protect them

Examples:

Greece - Japan - Mexico

INDIVIDUALISTIC TO COLLECTIVIST CULTURES


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Characteristics Tips

High IDV

High valuation on people's

time and their need for

freedom.

An enjoyment of challenges,

and an expectation of rewards

for hard work.

Respect for privacy.

Acknowledge

accomplishments.

Don't ask for too much

personal information.

Encourage debate and

expression of own ideas.

Low IDV

Emphasis on building skills

and becoming masters of

something.

Work for intrinsic rewards.

Harmony more important than

honesty.

Show respect for age and

wisdom.

Suppress feelings and

emotions to work in harmony.

Respect traditions and

introduce change slowly.


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The extent to which a society feels threatened by uncertain and

ambiguous situations and tries to avoid them

A society with high uncertainty avoidance contains a majority of

people who do not tolerate risk, avoid the unknown, and are

comfortable when the future is relatively predictable & certain

Examples:

- Argentina - Greece - Belgium

A society where the majority of the people have low uncertaintyavoidance has people who are comfortable with in accepting

the unknown and tolerate risk and unpredictability

Examples:

Italy - USA

HIGH TO LOW UNCERTAINTY AVOIDANCE CULTURES


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High UAI

Very formal business conduct

with lots of rules and policies.

Need and expect structure.

Sense of nervousness spurnshigh levels of emotion and

expression.

Differences are avoided.

Be clear and concise about

your expectations and

parameters.

Plan and prepare, communicateoften and early, provide detailed

plans and focus on the tactical

aspects of a job or project.

Express your emotions through

hands gestures and raised

voices.

Low UAI

Informal business attitude.

More concern with long term

strategy than what is happening

on a daily basis.

Accepting of change and risk.

Do not impose rules or

structure unnecessarily.

Minimize your emotional

response by being calm and

contemplating situations before

speaking.

Express curiosity when you

discover differences.


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The extent to which a society accepts that power in institutions and

organizations is distributed unequally.

In a high power-distance culture- Extremely unequal power

distribution between those with status/wealth and those without

status/wealth Leaders and followers rarely interact as equals

Examples:

Mexico - Malaysia - Arab Countries

In a low power-distance culture- Relatively equal power between

those with status/wealth and those without status/wealth

Leaders and their members interact on several levels as equals

Examples:

Germany - United States - Ireland

HIGH TO LOW POWER-DISTANCE CULTURES


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High PD

Centralized

companies.Strong hierarchies.

Large gaps in

compensation,

authority, and respect.

Acknowledge a

leader's power.Be aware that you

may need to go to the

top for answers

Low PD

Flatter organizations.

Supervisors and

employees are

considered almost as

equals.

Use teamwork

Involve as many

people as possible in

decision making.


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People from a culture with a long-term orientationhave a future-oriented view of life and thus are thrifty

and persistent in achieving goals

Examples:

Most Asian countries

A short-term orientation derives from values that

express a concern for maintaining personal

happiness and living for the present, here and now

Examples:

Most European countries

United States

LONG-TERM TO SHORT-TERM ORIENTED CULTURES


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High LTO

Family is the basis of society.

Parents and men have more

authority than young peopleand women.

Strong work ethic.

High value placed on

education and training.

Show respect for traditions.

Do not display extravagance

or act frivolously.Reward perseverance,

loyalty, and commitment.

Avoid doing anything that

would cause another to "lose

face".

Low LTO

Promotion of equality.

High creativity, individualism.

Treat others as you would like

to be treated.Self-actualization is sought.

Expect to live by the same

standards and rules you

create.

Be respectful of others.Do not hesitate to introduce

necessary changes.


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Masculinity describes a culture that emphasizesassertiveness and a competitive drive for money and

material objects. The society values work roles of power,

achievement and control

Examples:Japan - Austria - Italy

Femininity describes a culture that there is little

differentiation between roles for men and women.

Emphasizes developing and nurturing personalrelationships and a high quality of life

Examples:

Sweden - Denmark

MASCULINITYFEMININITY


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High MAS

Men are masculine andwomen are feminine.

There is a well defineddistinction between men'swork and women's work.

Be aware that people mayexpect male and female

roles to be distinct.Advise men to avoiddiscussing emotions ormaking emotionally-baseddecisions or arguments.

Low MAS

A woman can do anythinga man can do.Powerful and successfulwomen are admired andrespected.

Avoid an "old boys' club"mentality.Ensure job design andpractices are notdiscriminatory to either

gender.Treat men and womenequally.


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HOFSTEDES FRAMEWORK: AN ASSESSMENT

There are regional differences within countries The averages of a country do not relate to individuals of

that country. Even though this model has proven to bequite often correct when applied to the general

population, not all individuals or even regions withsubcultures fit into the mould.

The original data is old and based on only one company.How much does the culture of a country change overtime, either by internal or external influences?

Some results dont match what is believed to be trueabout given countries

Despite these problems it remains a very popular

framework


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GLOBE FRAMEWORK FOR ASSESSING CULTURES

Values in a Cross-Cultural Context

Global Leadership and Organizational Behavior Effectiveness(GLOBE) research program (1993, 2004):

Nine dimensions of national culture on which countries differ

Assertiveness, Future orientation, Gender differentiation,Uncertainty avoidance, power distance, Individualism/Collectivism,In-group collectivism, Performance orientation, Humane orientation

Similar to Hofstedes framework with these additional dimensions:

Humane Orientation: how much society rewards people forbeing altruistic, generous, and kind.

Performance Orientation: how much society encourages andrewards performance improvement and excellence.


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VALUES IN THE INDIAN MANAGERS

Research shows that Indian managers are relaxedabout uncertainty situations and place high

importance to loyalty and belongingness

- Low uncertainty avoidance and high collectivism

As compared to other nationalities, Indian

managers experience more conflict between their

espoused values and their values in practice. why?

- Modern corporations are largely shaped by

western cultural values that may conflict with the

cultural values they have been brought up with


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SUMMARY AND MANAGERIAL IMPLICATIONS

Values

Often explain attitudes, behaviors, and perceptions

Higher performance and satisfaction achieved

when the individuals values match those of the

organization.

Documents

Values Ethics and Morality