LESSON 30:

RELEVANCE OF VALUES IN MANAGERS

In the previous lecture we studied that what is the meaning of Relevance of Values in Managers
values but have you ever given it a thought that why as a 1. Young managers should understand and be aware of the
budding manager you should know the importance of these reasons that underline moral principles. These are helpful in
values also. Why it is necessary for you to inculcate all these fostering ability to reason when applying these principles. It
values so as to become a successful person in life. Let us talk is vital part of ensuring compliance by managers with
about values today. company standard for conduct.
Points to be covered in this lesson: 2. Knowledge of business ethics will help managers in
• Relevance of values resolving ethical issues/dilemmas as they arise.
• Team-work 3. Knowledge of values will help managers in setting highly
responsible tone for the organization - in individual
judgments and decisions whether
ethical or not.
4. The study of business ethics
provides conscientious managers
with morally responsible approach to
business. The need for responsible
manager is acute as questions of
business ethics cannot wholly be
determined by law and government
organization but must remain the
concern of individual manager.
5. It helps manager to realize their
social responsibility. Many
organizations find it wise to go
beyond their primary mission and
take into the needs of the
community. Business ethics make
managers more accountable for social
responsibility.
6. The study of business ethics
inculcates high level of integrity in
managers. Goal of ethics education is
to share knowledge of, build skills
and develop minds. It helps to gain
clarity and insight into business
A growing number of today’s economy captains believe that ethics and to avoid business misconduct in organizations.
people make the difference in business. The question is, “What The study of business ethics helps managers to arrive at a
kind of people make the difference?” decision that he feels to be “ right and proper” ‘just’. It
Many progressive organizations want to employ and develop facilitates individuals to understand their moral standards
only people who possess a special predefined set of competen- and ethical norms, beliefs and values so that they can decide
cies (creativity, innovation, adaptability, teamwork, personal when faced with business dilemma.
integrity, etc.). These competencies guarantee that business 7. Business ethics create awareness of social and moral values
strategies and relevant goals will be fulfilled while staying in tune through education because erosion of essential values and
with corporate culture and values. And managers create a unique increasing cynicism in society as leading to violence,
category, as they actively participate in formulating business superstition and fatalism.
strategy and are also directly responsible for ensuring that 8. Knowledge and awareness of the concept and practices of
planned objectives will be met. business ethics is equally helpful to practicing managers in
managerial conduct and decision-making.

11.292 85
9. Business ethics improve the skills of reflective managers both
in analyzing concrete moral issues and in deliberating and
deciding upon strategies for solving moral dilemmas.
Group and Team-work
Seven Characteristics Of High-Performing Teams Seven
characteristics, depicted by the acronym PERFORM, best
summarize the desired group behaviors we have identified that
are necessary for a group to become a high-performing team. The
seven characteristics are: Purpose, Empowerment, Relation- ships
and Communication, Flexibility, Optimal Productivity,
Recognition and Appreciation, and Morale. Here is what we mean
by each of these characteristics:
Purpose. Members of high-performing teams share a sense of
common purpose. They are clear about what is the team’s
“work” and why it is important. They can describe a picture of
what the team intends to achieve. They have developed
mutually agreed upon and challenging goals that clearly relate to
the team’s vision. Strategies for achieving goals are clear. Each
member understands his or her role in realizing the vision.
Empowerment. Members are confident about the team’s ability
to overcome obstacles and to realize its vision. A sense of mutual
respect enables members to share responsibilities, help each
other out, and take initiative to meet challenges. Policies, rules,
and team processes enable members to do their jobs easily.
Members have opportunities to grow and learn new skills. There
is a sense of personal, as well as collective, power. Relationships
and Communication. The team is committed to open
communication and group members feel they can state their
opinions, thoughts, and feelings without fear. Listening is
considered as important as speaking. Differences of opinion and
perspective are valued and methods of managing conflict are
understood. Through honest and caring feedback, members are
aware of their strengths and weaknesses as team members. There
is an atmosphere of trust and acceptance and a sense of
community. Group cohesion is high.
Flexibility. Group members are flexible and perform different
tasks and maintenance functions as needed. The responsibility
for team development and leadership is shared. The strengths of
each member are identified and used, and individual efforts are
coordinated when necessary. The team is fluid and open to both
opinions and feelings, hard work and fun. Members recognize
the inevitability and desirability of change, and adapt to changing
conditions.
Optimal Productivity. High-performing teams produce
significant results. There is a commitment to high standards and
quality results. They get the job done, meet deadlines, and
achieve goals. The team has developed effective decision-making
and problem-solving methods that result in achieving opti- mum
results and encourage participation and creativity.
Members have developed strong skills in group process as well
as task accomplishment.
Recognition and Appreciation. Individual and team accom-
plishments are frequently recognized by the team leader, as well as
by team members, by celebrating milestones, accomplish- ments
and events. Team accomplishments are valued by the larger
organization. Members feel highly regarded within the
86
team and experience a sense of personal accomplishment in
relation to their team and task contributions.
Morale. Members are enthusiastic about the work of the team,
and each person feels pride in being a member of the team.
Confident and committed, members are optimistic about the
future. There is a sense of excitement about individual and team
accomplishments as well as the way team members work
together. Team spirit is high.
Of these seven characteristics, two are most important: Optimal
Productivity and Morale. To be a successful team the group
must have a strong ability to produce results and a high degree
of satisfaction in working with one another.
The overall group’s level of productivity and morale is shaped
by specific behaviors that may be performed by any member of
the group. The needed behaviors must either provide direction
(to increase productivity) or provide support (to increase
morale).
Giving Direction
Providing direction helps to increase the productivity of a
group. Direction can best be given in three forms: structure,
control, and supervision.
Structure. Groups need structure, or a game plan, to make
progress. Structure can come from an agenda or from asking
questions to help to clarify roles and goals of the group.
Control. Once a plan is established, the group needs to stick to
it. This involves helping the group to focus and limit its
activities. For example, limit interruptions so that members can
finish stating their ideas or put time limits on the discussion of
various aspects of the agenda.
Supervision. Important in shaping any behavior is time for
observation and redirection of behaviors as needed. For groups
this means monitoring and evaluating how the group is doing
and what it needs to reach its goals and then helping as
appropriate. Helping can include providing additional informa-
tion, making a suggestion, or summarizing and recasting what
yet needs to be done.
Giving Support
It is also important for a smoothly functioning team that
members provide support to each other. This support can best
be given in three ways: praising, listening and facilitating.
Praising. Sincere, specific praise given in a timely manner has
been proven time and time again to be one of the most
effective means of reinforcing desired behaviors. In a group
context, praise can be given for productive contributions such as
new ideas, suggestions, or factual data. Praising encourages
others to be involved with the group in a positive way.
Listening. Few behaviors underscore the value you place on
another person as much as the ability to listen. Demonstrate
that you have heard and understood other members by using
both verbal cues (for example, paraphrasing) and nonverbal cues
(for example, head nods).
Facilitating. This activity of assisting with members’ interac-
tions can take many forms such as leading the discussion or
encouraging quiet members to contribute to the group. A
facilitator helps move the group toward its goal in a way in
11.292
which participation and commitment to the group process are
both high.
The responsibility for initiating behaviors that give direction
and support to the group should be shared by all members.
With practice, the timing of these behaviors will improve and
they can become routinely used by all members. When this
happens the group can easily assume the other characteristics
needed to PERFORM and will be well on its way to becoming a
high-performing team.

So, that is why it is very essential for you to imbibe and inculcate
values in yourself.
Overview
• An understanding of values is essential for the manager as
he/she has to take decisions regarding ethical issues/
dilemmas.
• The seven characteristics of high-performing teams are:
Purpose, Empowerment, Relationships and
Communication, Flexibility, Optimal Productivity,
Recognition and Appreciation, and Morale.
Activity
Discuss the characteristics of high-performing teams.

11.292 87
For useful Documents like
this and
Lots of more
Educational and
Technological Stuff...

Visit...

www.thecodexpert.com