Anjana Singh

PhD Scholar
USMS, GGSIPU
7 Areas of significance in Personal Value
Systems of Managers worldwide
 Outlook towards personal relations
 Perceptions of situations and problems
 Decision-making and problem-solving values
 Acceptance of or resistance to organizational
pressures and goals
 Perceptions of other’s achievements and
organizational success
 Setting of limits for ethical behavior
determination
 Provide meaningful level of analysis for
comparative studies
 66 item Personal Value Questionnaire
 Studies compared managers of 5 nations-
USA, Japan, Korea, Australia & India
 Classified all into 4 categories:
 Pragmatics: Characterize concepts viewed as
highly important by them as Success
 Moralistic: Characterize concepts viewed as
highly important by them as Right
 Affective: Characterize concepts viewed as
highly important by them as Pleasant
 Mixed: Who do not fall in any of the above three
 Found INDIAN MANAGERS to be:

 Moralistic
 Attached high importance to personalism and
egoistic concerns
 Concerns at much higher level than managers
of other countries:
 Prestige
 Dignity
 Security
 Job Satisfaction
Goals of Groups of Ideas Personal Ideas about
Business People Associated Goals of General
Organizations with People Individuals Topics

Organizational Customers Ability Achievement Rationalism

Efficiency Company Trust Job
Organizational Subordinates Cooperation Satisfaction
Leadership Employees
High
Productivity
Orgzn Growth
Orgzn Stability
 Study by Shantanu Roy & Sunil Dhawan, 1984
measured importance given to values under
five work-related spheres
 HIGH IMPORTANCE:
 Under ‘Goals of Business Organizations’ high
importance given to following values:
 Organizational Efficiency
 Organizational Leadership
 High Productivity
 Organizational Growth
 Organizational Stability
 Under ‘Groups of people’ high importance
given to following groups of people:
 Customers
 Company as a whole
 Subordinates
 Employees
 Under‘Ideas Associated with People’ high
importance given to following values:
 Ability
 Trust
 Cooperation
 Under‘Personal Goals of Individuals’ high
importance given to following values:
 Achievement
 Job Satisfaction

 Under‘Ideas about General Topics’ high

importance given to following values:
 Rationalism
 MODERATE IMPORTANCE
 Under ‘Goals of Business Organizations’ all
values were given high importance and no
value was given moderate importance
 Under ‘Groups of people’ moderate
importance given to following groups of
people:
 Boss
 Technical Employees
 Under ‘Ideas associated with People’ moderate
importance given to following values:
 Loyalty
 Obedience
 Honor
 Tolerance
 Skill
 Under ‘Personal Goals of Individuals’ moderate
importance given to following values:
 Career Success
 Creativity
 Dignity
 Money
 Prestige
 Under‘Ideas about General Topics’ moderate
importance given to following values:
 Authority
 Risk
 Competition
 Liberalism
 Caution
 Property
 Compromise
 Equality
Goals of Groups of Ideas Personal Ideas about
Business People Associated Goals of General
Organization with People Individuals Topics
s

Government Prejudice Influence Force

(Owner) Aggressivenes Power Emotion
s Autonomy Conflict
Compassion Security Religion
Individuality Change
Conservation
 LOW IMPORTANCE
 Under ‘Goals of Business Organizations’ all
values were given high importance and no
value was given low importance
 Under ‘Groups of people’ Low importance
given to following groups of people:
 Government (Owner)
 Under‘Ideas associated with People’ low
importance given to following values:
 Aggressiveness
 Prejudice
 Compassion
 Under‘Personal Goals of Individuals’ low
importance given to following values:
 Autonomy
 Individuality
 Influence
 Security
 Power
 Under‘Ideas about General Topics’ low
importance given to following values:
 Force
 Emotion
 Conflict
 Religion
 Change
 Conservation
LAYER 1 Core Traditional Values: Deeply-held Robust and
widely-shared Values

LAYER 2 Individual Managerial Values: Work values, Ethical

Values and other such values anchored to the Core
Tradition but also in the process of transition

LAYER 3 Situational Values: role-dependent values

contingent upon situational elements of macro-
economic policies and corporate culture
 Inthe Year 2000
 By Samir R Chaterjee & Cecil A.L. Pearson
 Examined the following:
 perceptions of work values
 ethos to corporate social responsibility
 ethical orientations of senior Indian managers
KEY RESULTS
 Indian Managers are combining traditional
Values and dimensions of contemporary
global market imperatives in a unique way
 Work Values are not a generalized national
aggregate in a country as large as India
 Work Values are not static and unchanging
 With Economic Reforms of 1991 and
increased autonomy of enterprises there is
enlarged area of individual discretion
 Athreya 1995, Chakraborty 1991, Gupta 1996
have held that Economic Reform has affected
Layer 2 and 3 of Managerial Values. Core
Values have remain intact
 Successfulmanagement practices not only
differ from country to country due to
national culture, as suggested by Hofstede
(1991), they also vary within a national group
based on the diversity of member
demography, industry culture, technology
orientation and degree of
internationalization
Decreasing order of importance
 Opportunity to learn new things
 Work that is liked and interesting
 Job with a variety of tasks and roles
 Job that is matched with abilities/experience
 Social inter-relationships colleagues/supervisors
 Opportunity to improve and be promoted
 Autonomy in decision making
 Good job security
 A good salary
 Good physical working conditions
 Convenient work hours
 Indianmanagers realize that their society is
in transition and their focus is more on the
attributes needed to be successful in a
market economy, and considerably less
importance is attached to the work goals
that had greater relevance prior to the
Indian economic reforms of 1991
Decreasing order of importance
 Work quality
 Personal integrity
 Team work
 Customer service
 Social responsibility
 Workplace harmony
 Organizational learning
 Respect for seniority
 Innovation and creativity
 Value tradition
 Wealth and material possessions
 Finding partitioned into two distinct sections.
The first section, including work quality,
personal integrity, team work, customer service
and social responsibility can be ascribed to be
associated with features of a market orientated
society. The second section including, workplace
harmony, organizational learning, respect for
seniority, innovation and creativity, value
tradition, and wealth and material possession
may arguably be linked to a society's concept of
organizational configuration
 Some ambivalence in importance given points to
a definite shift and confirms a transition in the
perceptions of societal values amongst senior
managers
 The respondent managers expressed the highest
states of convergence in ethical decision making
was accommodated in the global, societal and
organizational domains.
 In contrast, the study mangers reported that the
greatest level of ethical violations or the highest
intensity of ethical dilemmas occurred in the
personal domain.
 As a consequence of the shift in the importance
of work goals and societal values away from
traditional orientations, the application of
ethical ideas in the contemporary context needs
much deeper level of understanding and should
be given greater emphasis.