VALUES, ETHICS AND MORALITY

Values- 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

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

THE IMPORTANCE OF VALUES IN LIFE

Lay the foundation of our understanding of peoples attitudes, motivation & behaviour
Influence our perception of the world around us

Imply that some behaviors or outcomes are preferred over others Values cloud objectivity and rationality when there is a threat to an individual/organizational value, or if discrepancy exists in personal and organizational values, it often leads to irrational/ illogical reactions or conflicts Values are influenced by the culture too

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 Preferable modes of behavior or means of achieving ones terminal values

Instrumental Values

People in same occupations or categories tend to hold similar values

But values vary between groups Value differences make it difficult for groups to negotiate and may create conflict

VALUES IN THE ROKEACH SURVEY

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.

GENERATIONAL VALUES
Cohort Entered Workforce Approximate Current Age Dominant Work Values

Veterans

1950-1964

65+

Hard working, conservative, conforming; loyalty to the organization

Success, achievement, ambition, dislike of authority; loyalty to career Work/life balance, team-oriented, dislike of rules; loyalty to relationships Confident, financial success, selfreliant but team-oriented; loyalty to both self and relationships

Boomers

1965-1985

40-60s

Xers

1985-2000

20-40s

Nexters

2000-Present

Under 30

NATIONAL CULTURE IDENTITIES HOFSTEDES VALUE DIMENSIONS

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 exist and make a difference in how leaders and employees behave in organizations

A FRAMEWORK OF VALUE DIMENSIONS FOR UNDERSTANDING CULTURAL DIFFERENCES

Individualism

High Uncertainty Avoidance

High Power Distance

Long-term Orientation

Masculinity

Collectivism

Low Uncertainty Avoidance

Low Power Distance

Short-term Orientation

Femininity

Source: Based on G. Hofstede, Cultural Constraints in Management Theories, Academy of Management Executive (1993), pp. 8194.

INDIVIDUALISTIC TO COLLECTIVIST CULTURES

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

Characteristics
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.

Tips
Acknowledge accomplishments. Don't ask for too much personal information. Encourage debate and expression of own ideas.

High IDV

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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HIGH TO LOW UNCERTAINTY AVOIDANCE CULTURES

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 uncertainty avoidance has people who are comfortable with in accepting the unknown and tolerate risk and unpredictability Examples: Italy - USA

Characteristics

Tips

High UAI

Very formal business conduct with lots of rules and policies. Need and expect structure. Sense of nervousness spurns high levels of emotion and expression. Differences are avoided.

Be clear and concise about your expectations and parameters. Plan and prepare, communicate often 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.
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.

Low UAI

Informal business attitude. More concern with long term strategy than what is happening on a daily basis. Accepting of change and risk.

HIGH TO LOW POWER-DISTANCE CULTURES

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 PD

Low PD

Characteristics Centralized companies. Strong hierarchies. Large gaps in compensation, authority, and respect. Flatter organizations. Supervisors and employees are considered almost as equals.

Tips Acknowledge a leader's power. Be aware that you may need to go to the top for answers
Use teamwork Involve as many people as possible in decision making.

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LONG-TERM TO SHORT-TERM ORIENTED CULTURES

People from a culture with a long-term orientation have 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

Characteristics Family is the basis of society. Parents and men have more authority than young people and women. Strong work ethic. High value placed on education and training.

Tips 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". Expect to live by the same standards and rules you create. Be respectful of others. Do not hesitate to introduce necessary changes.

High LTO

Low LTO

Promotion of equality. High creativity, individualism. Treat others as you would like to be treated. Self-actualization is sought.

MASCULINITYFEMININITY
Masculinity describes a culture that emphasizes assertiveness 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 personal relationships and a high quality of life Examples: Sweden - Denmark

Characteristics Men are masculine and women are feminine. There is a well defined distinction between men's work and women's work.

Tips Be aware that people may expect male and female roles to be distinct. Advise men to avoid discussing emotions or making emotionally-based decisions or arguments. Avoid an "old boys' club" mentality. Ensure job design and practices are not discriminatory to either gender. Treat men and women equally.

High MAS

Low MAS

A woman can do anything a man can do. Powerful and successful women are admired and respected.

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 be quite often correct when applied to the general population, not all individuals or even regions with subcultures fit into the mould. The original data is old and based on only one company. How much does the culture of a country change over time, either by internal or external influences? Some results dont match what is believed to be true about given countries Despite these problems it remains a very popular framework

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 for being altruistic, generous, and kind. Performance Orientation: how much society encourages and rewards performance improvement and excellence.

VALUES IN THE INDIAN MANAGERS

Research shows that Indian managers are relaxed about 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

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.