2. Values and Attitudes
Tricia Dehaney-Williams

3. Case Study
Sentencing

4. 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

5. 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

6. 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.

7. 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

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

9. 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.

10. Why do
Organisations
establish values?

11. 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.

12. 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

13. 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

14. 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

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

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

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

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

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

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

21. 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.”

22. 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.

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

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

25. 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.

26. 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.

27. 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

28. 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.

29. 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

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

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

32. 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

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

34. 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

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

36. 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?

37. 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

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

39. Sources of Attitudes
INFLUENCES
Peers
Media
Family
Experiences
Culture

40. 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

41. Positive Attitude Outcomes: Success Recognition Happiness Growth
Security
Friendship

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

43. 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

44. 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