5-1 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.

Chapter 5 5 Personal and Organizational Values

5-3 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Values Defined McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Values exist not only within individuals but also in organizations where you find a corporate culture.  Values are the worth or importance you attach to different factors in your life.

5-4 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Values Versus Attitude McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Attitudes are often affected by values, and value conflicts with other people certainly involve attitude problems—but values are a deeper and, in some ways, more important part of everyone’s lives and organizations.

5-5 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Where Values Come from McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  The values of parents.  The child’s environments.  The place and time period of the first few years of most people’s lives.

5-6 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. New Value Patterns McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Three new value patterns have emerged since the early 1970s: 1. The nature of a person’s paid job is now much more significant. 2. Leisure time is more valued, mostly because it has become a rare commodity. 3. Americans now insist much more strongly that jobs become less impersonal, and more human and humane.

5-7 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Types of Values McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Values Terminal Values Instrumental Values continued

5-8 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Types of Values continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Terminal values are likely to maintain a high priority throughout your life.  Instrumental values reflect the way you prefer to behave.

5-9 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. What Are Your Values? 1. List at least ten activities or principles that are very important in your life and are most valuable to you. 2. List them in any order of importance to you. 3. Number them in their order or importance to you. continued

5-10 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. What Are Your Values? continued 4. Ask someone important in your life to make the same list of what they think are your top 10 values. 5. Compare the two lists, looking for differences and similarities.

5-11 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Value Systems McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Early in the 20 th century, Eduard Spraunger defined six different types of people based of their types of value systems. continued

5-12 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Value Systems continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Spraunger’s Six Value System: 1. The theoretical person 2. The economic person 3. The aesthetic person 4. The social person 5. The political animal 6. The religious person continued

5-13 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Value Systems continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  A more recent treatment of the subject of value systems came from psychologist Clare Graves. Graves believed that people evolve through different levels of psychological existence. Graves’ Seven Value Levels describe the changing values at different points in life. continued

5-14 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Value Systems continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Graves’ Seven Value Systems: Level 1:Reaction Level 2:Tribalism Level 3:Egocentrism Level 4:Conformity Level 5:Achievement Level 6: Social orientation Level 7: Existentialism

5-15 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. The Role of Integrity McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  If you are living up to your own stated standards of professional conduct and appropriate behavior, you are said to have integrity (soundness of moral character).

5-16 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Personality Ethic Versus Character Ethic McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  The most important element of success has become the personality ethic.  This personality approach has replaced what used to be the character ethic.

5-17 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Values and the Workplace McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Values are the basis for both the purpose and goals of an organization.  Organizational values directly affect relationships within the organization.  Your most important task: to figure out your value system and decide what your company stands for.

5-18 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Values Conflicts McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Values Conflicts Interpersonal values conflicts Personal versus group values Internal values conflicts CognitivedissonanceDenialSelf-justification

5-19 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Internal Value Conflicts McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. 1. You can change your original beliefs about management. 2. You can use denial. 3. You can get into self-justification. 4. You can change your own behavior.

5-20 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Values in an International Economy McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Four major areas of difference in values in other cultures:  Views of power and authority  Views of the individual versus the group  Tolerance versus uncertainty  The value of punctuality

5-21 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Strategy for Success 5.1: Redefining Your Personal Values—The Rath Test 1. Did I choose this value freely, with no outside pressure? 2. Did I choose this value from several alternatives? 3. Did I consider the consequences of my choice? continued

5-22 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Strategy for Success 5.1: Redefining Your Personal Values—The Rath Test continued 4. Do I like and respect this value? 5. Will I defend this value publicly? 6. Will I base my behavior on this value? 7. Do I find this value persistent throughout my life?

5-23 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Strategy for Success 5.2: Building a Character Ethic for Integrity 1. Focus 2. Respect 3. Responsibility 4. Pride 5. Fairness and Equity 6. Trust and Being Trusted

Chapter 5 5 End of Chapter 5