ORGANIZATIONAL BEHAVIOR I

VALUES
 UNDERSTANDING VALUES
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.

Values have both Content ( important) and Intensity (how

important) attributes.
VALUE SYSTEM : A hierarchy based on ranking of an
individuals values in terms of their intensity.

O R G A N I Z A T I O N A L B E H A V I O R I
TYPES OF VALUES ROKEACH VALUE SURVEY

Terminal values
Desirable end-states of existence;
the goals that a person would like to
achieve during his or her life time.

Instrumental values
Preferable modes of behavior or
means of achieving ones terminal
values.

O R G A N I Z A T I O N A L B E H A V I O R I
 VALUES AND BEHAVIOR

Habitual behavior is usually consistent with values, but

conscious behavior less so because values are abstract
constructs.
Decisions and behavior are linked to values when:
Mindful of our values
Have logical reasons to apply values in that situation
Situation does not interfere (not strong).

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O R G A N I Z A T I O N A L B E H A V I O R I
 VALUES CONGRUENCE

Where two or more entities have similar value systems

Problems with incongruence
Incompatible decisions
Lower satisfaction/loyalty
Higher stress and turnover
Benefits of incongruence
Better decision making (diverse perspectives)
Avoids corporate cults

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O R G A N I Z A T I O N A L B E H A V I O R I
LEVELS OF CULTURE
Stories, Rituals,
Artifacts,
Heroes,
Property rights

Cultural forms:
Observable ways in
which members of cultures
express cultural values
Cultural substance:
Beliefs, Norms,
Assumptions &
Values
 HOFSTEDES DIMENSIONS (1980)

One of the first researchers to analyze the influence of

NATIONAL culture on management practices
Empirical study at large multinational company (IBM)
66 national subsidiaries
116000 questionnaires
60 out of 150 questions concerned values and opinions

O R G A N I Z A T I O N A L B E H A V I O R I
ASPECTS OF NATIONAL CULTURE
Four aspects of national culture that affect our
thinking about organizations.
Power distance
Avoidance of insecurity
Individualism/Collectivism
Masculinity/Femininity

Short-term versus long-term orientation

This dimension emerges from a survey:
- the Chinese Values Survey (1985)
- Confucian dynamism scale
O R G A N I Z A T I O N A L B E H A V I O R I
INDIVIDUALISM/ COLLECTIVISM

Collectivist Individualist
we mentally I mentally
Identity is based on ones social group Identity is based on the individual

Decisions are primarily made according Decisions are primarily made on

to what is best for the group individual needs

Relationship prevail over task Task prevail over Relationship

Focus is on belonging to an organization Focus is on individual initiative and
achievement
Values differ according to the group Value standard apply to all(universalism)
(particularism)

Browaeys and price ,understanding cross cultural management 1st edition Pearson education limited 2009

O R G A N I Z A T I O N A L B E H A V I O R I
LOW/HIGH POWER DISTANCE
Low power distance High power distance
There should be a minimum of equality Inequality is unavoidable and everyone
since it can exploit others has the place they deserve
If there is a hierarchy in an organization Hierarchy in an organization reflect in
it is only for the sake of convenience natural difference

People who are the superiors or Superiors and subordinates are

subordinates are all the same
Everyone should enjoy the same
privileges : there should be no status
symbol
Subordinates should be consulted
Individuality is to be respected
Manager should be a resourceful
democrat
different kind of people
Power holders are entitled to privileges
and status symbol
Subordinates should be told what to do
Authority is to be respected
Manager should be a benevolent
autocrat

O R G A N I Z A T I O N A L B E H A V I O R I
LOW/HIGH UNCERTAINTY AVOIDANCE
High uncertainty avoidance
Uncertainty in life is threatening and
must be reduced
Intolerant of deviant persons and ideas
Predictability and clarity are preferable
Concern about security
Resistance to change
Formal regulations are necessary
Consensus is better than conflict
Belief in experts and their knowledge
There is an inner urge to work hard
O R G A N I Z A T I O N A L B E H A V I O R
Low uncertainty avoidance
Uncertainty is a fact of life: take things as
they come.
Deviance is not a threat
Ambiguity is tolerated
Readiness to take risk
Toleration of innovation
The fewer the rule there are the better
Competition and conflict can be
constructive
Belief in generalist and common sense
Hard work as such is not a virtue
I
 MASCULINITY / FEMININITY
Masculinity Femininity
Distinct gender roles Fluid gender roles
Men are assertive ,women are nurturing Men and women are in nurturing roles

Stress on competition and performance Stress on co-operation and

environmental awareness
Acquisition of wealth Quality of life
Ambition motivates Service motivates
Live to work Work to live
Sympathy for the successful- achiever Sympathy for the unfortunate
Independence ideal Inter-dependence ideal
Managers are expected to be decisive and Managers use intuition and strive for
assertive consensus

O R G A N I Z A T I O N A L B E H A V I O R I
SHORT/LONG TERM ORIENTATION

ShortTerm Orientation Long Term Orientation

Need for achievement ,self- Need for accountability and self-
determination discipline
Loyalty towards others can vary Develop and maintain lifelong
according to the needs of the business personal network

People should be rewarded according Large social and economic differences

to their ability should not be tolerated

Stress is on short-term profits Stress is on future market positions

Managers and employees are in Owners-managers and workers share

different camps. the same aspirations

O R G A N I Z A T I O N A L B E H A V I O R I
HOW DO CULTURAL FOOTPRINTS MARK
SPECIFIC BEHAVIOR AT WORK IN INDIA?
Our exposure to western influences is very unlikely to be stronger than
the influence of our cultural values received during the formative years.

The orientation of being rather than doing, along with high power
distance may hamper effective teamwork and acceptance of self-
managing teams as a work form.

When Indians come together, consensus and cooperation become very

difficult to achieve, and arguments stretch on, outsiders are not
trusted.

Proneness for dependency, and educational system that is still along

the British line of thinking and fails to acknowledge and develop many
subtle aspects of the Indian-ness, makes Indians better subordinates
than leaders.
 HOW CAN MANAGERS WORK WITH
CULTURAL VALUE DIFFERENCES

Insensitivity to cultural values that are the cause of behavioral

difference can cause managers:
Not to recognize the other person, but to judge only on the basis
of narrowly defined, only skill-based criteria
Ignore the reality of why a person is the way he/she is
Assume that all people are same (essentially like me)
Judge that if they are not same as I am, they are inept (or
whatever else): this can lead to racist, sexist, ethnocentric
behaviors
To choose not to see the cultural differences and thereby limit
managerial choices
KEY TAKEAWAYS

Encourage employees to focus the suitability of the values to

organization's survival and growth, rather than rigidly focusing on
values as ends in themselves.
Create a sense of belonging among Employees.
Remember that some individuals may differ in their values from the
values of their national culture.
Select rewards in a way that they are in harmony with the cultural
values, not against them.
Discern which cultural values are most deeply held and unlikely to
change.
NAMES TO KNOW

Milton Rokeach
1918 -1988

Geert Hofstede

O R G A N I Z A T I O N A L B E H A V I O R I
QUESTIONS
&
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