Values and Attitudes Tricia Dehaney-Williams

Case Study Sentencing

Objectives Explain the source of an individual’s value system. Discover your underlying values and their impact on behaviour Begin to embrace values that have a positive effect on self and the organisation Understand and appreciate the relationship between attitudes and behaviour Objectives

Objectives Discuss the impact of both positive and negative attitudes Challenge yourself to have a positive attitude even when faced with the most negative circumstances Explain the three main job-related attitudes for managing employees Objectives

Perspectives on Values Anthropology: What people think is right and wrong, good or bad, desirable and undesirable. Sociology: Culturally defined standards held by human individuals/groups about what is desirable, proper, beautiful, good/bad, that serves as broad guidelines for social life. Psychology: Judgments about how important something is to you.

Values Traits or qualities that are considered worthwhile Fundamental beliefs of an individual or organisation Influence our attitudes and behaviour and attitude and serve as broad guidelines in all situations Represent an individual’s highest priorities and deeply held driving forces

Values: Examples Ambition Competency Individuality Equality Integrity Service Responsibility Accuracy Respect Dedication Diversity Influence Learning Compassion Discipline/Order Dependability

Values Statements Statements about how the organisation will value customers, suppliers, and the internal community. Value statements describe actions which are the living enactment of the fundamental values held by most individuals within the organisation.

Why do Organisations establish values?

Values in Organisations The values of each individual in an organisation, along with their experience, upbringing, etc., together to form your corporate culture. The values of senior leaders are especially important in the development of organisational culture as they have the power to set the course and environment and play a role in selecting the staff.

Values in Organisations Values guide every decision that is made once the organisation has cooperatively created the values and the value statements. Rewards and recognition within the organisation should be structured to recognize those people whose work embodies the values the organization embraces. 12

Values in Organisations Organisational goals are grounded in the identified values. Adoption of the values and the behaviours that result is recognized in regular performance feedback. Organisations hire and promote individuals whose outlook and actions are congruent with their values. 13

Types of Values Values can be classified as terminal or instrumental Terminal values are desired outcomes or end-state of existence we hope to achieve. They are the goals that individuals would like to achieve during their lifetime

Terminal Values Examples: A comfortable life A sense of accomplishment Family security Happiness Self-respect Inner harmony Social recognition True friendship Terminal Values

Instrumental Value The means or instrument that people believe they should use to reach the terminal values. They are the preferable modes of behaviour.

Instrumental Values Examples: Ambitious Capable Cheerful Courageous Forgiving Honest Imaginative Responsible Self-controlled Instrumental Values

Core Values These are essential and enduring business ethics that are not compromised for personal or financial gain nor short-term expediency. 18

What core values define your organisation? How do these impact on organisational behaviour?

Core Values Teamwork Honesty Excellence Commitment Customer Service Professionalism Recognition Personal Development 20

Value Statement “We are committed to the highest standards of ethics and integrity. We are responsible to our customers, to our employees and their families, to the environments we inhabit, and to the societies we serve worldwide. In discharging our responsibilities, we do not take professional or ethical shortcuts.”

Our Values We hold a deep and abiding respect for each customer, every colleague in our companies, and all our shareholders. We commit to find new, practical and innovative ways to make the term "excellent service" more relevant to each customer, every day. We commit to the relentless renewal of our enterprise through the constant training of our people at all levels. In our merit-based culture, individual reward and recognition will be a result of measured performance. We treat all competitors as noble, but we will compete fairly and vigorously to win.

What are the values do you consider to be important for a Supervisor to have?

Development of Values Morris Massey has described three major periods during which values are developed The Imprint Period The Modeling Period The Socialization Period

The Imprint Period Up to the age of 7, we are like sponges, absorbing everything around us and accepting much of it as true, especially when it comes from our parents.

The Modeling Period Between the ages of 8 and 13 We copy people, often our parents, but also other people. Rather than blind acceptance, we are trying on things like suit of clothes, to see how they feel.

The Modeling Period We may be much impressed with religion or our teachers. You may remember being particularly influenced by school teachers who seemed so knowledgeable—maybe even more so than your parents. 27

The Socialization Period Between 13 and 21 We are very largely influenced by our peers. As we develop as individuals and look for ways to get away from the earlier programming, we naturally turn to people who seem more like us.

The Socialization Period Other influences at these ages include the media, especially those parts which seem to resonate with the values of our peer groups

Importance of Values They lay the foundation for understanding of attitudes and motivation They influence our perceptions Values generally influence attitudes and behaviour

Why Identify and Establish Values? People demonstrate and model their values through: work behaviours decision making contribution interpersonal interaction

Value Conflict Given that individual values are difficult to change, one issue that managers face is the conflict among values Value conflict refers to disagreement among values that an individual holds or between individual and organizational values

Value Conflict Value conflict may occur in organizations in one of 3 ways: Intrapersonal value conflict Interpersonal value conflict Person-organization value conflict

Interpersonal value conflict prevents co-workers from working together effectively and accomplishing the goals of the organization. Person-organization value conflict can prevent individuals from fully committing to performance or cause them to quit

Challenge to Supervisors Supervisors must integrate and blend and fit the values of different employees with those of the organization.

What are the high points for you from the video? What lessons are presented regarding the source of our beliefs and the impact that our beliefs have on our lives?

ATTITUDE? A mind-set How you look at things mentally Never static Positive or negative Determines your success or failure It is purposefully chosen by the individual

Attitude A learned predisposition to respond in a consistently favourable or unfavourable manner concerning objects, people, or events

Sources of Attitudes INFLUENCES Peers Media Family Experiences Culture

POSITIVE ATTITUDE An outward manifestation of a mind that dwells primarily on positive matters The more you focus on the positive factors of your environment, the easier it will be to remain positive Can attract attention to outstanding traits in personality that would normally go unnoticed

Positive Attitude Outcomes: Success Recognition Happiness Growth Security Friendship

Negative Attitude CONSEQUENCES: Leads to unhappiness Poor relationships Difficulty at work Ultimately poor health Stress: anxiety, depression and ulcers

Attitudes In organisations attitudes are important because they affect job behaviour Most of the research in organizational behaviour has been concerned with three attitudes: Job satisfaction Job involvement Organizational commitment

Attitude Change Attitudes are dynamic and change over time Change happens because something/someone persuades the person to shift their attitude the norms of a social group important to the person affect their attitude the person becomes uncomfortable with some aspects of their beliefs about certain things