Professional Documents
Culture Documents
OBJECTIVES
LEARNING
31
O B J E C T I V E S (contd)
LEARNING
32
Values
Values Basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence. Value System
Importance of Values
Provide understanding of the attitudes, motivation, and behaviors of individuals and cultures. Influence our perception of the world around us. Represent interpretations of right and wrong.
Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).
E X H I B I T 31
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Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).
E X H I B I T 31 (contd)
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E X H I B I T 32
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Compulsory Readings
Greenwood, R. A. and Murphy, Jr., E. F. (2008) An Investigation of Generational Values in the Workplace: Divergence, Convergence, and Implications for Leadership, International Leadership Journal
<available at \\Fileserver\Shahnawaz Adil\OB\Compulsory Readings\Terminal and Instrumental values... (go to page 58).pdf>
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Worksheet:
Dominant Work Values in Todays Workforce w.r.t. Pakistan
Cohort Entered the workforce 1950s or early 1960s Approximate current age Dominant Work Values
Senior Citizens
60+
Hard-working; least technology-oriented; conservative; prefer to work in isolation with own hands; conforming (i.e. meeting the requirements); disciplined; long-term commitment (i.e. loyalty) with the firm
310
Organizational Stakeholders
311
Power Distance The extent to which a society accepts that power in institutions and organizations is distributed unequally. low distance: relatively equal distribution high distance: extremely unequal distribution
312
PD in detail
A power distance index (PDI) has been composed of the country scores on the following three questionnaire items, which are inter-correlated with coefficients between 0.54 and 0.67 {see also Hofstede, 1977, 1979a). (1) the percentage of subordinates who perceive that their boss makes his decisions in an autocratic or paternalistic (persuasive) way; (2) subordinates' perceptions that employees in general (their colleagues) are afraid to disagree with superiors
(mean score on a five-point scale from 1 = very frequently to 5 = very seldom, multiplied by 25 to make it comparable with the percentage scores for questions 1 and 3);
(3) the percentage of subordinates who do not prefer a boss who makes his decisions in a consultative way, but who prefer a boss who decides either autocratically or paternalistically or, on the other hand, who does not decide himself, but goes along with the majority of his subordinates
2005 Prentice Hall Inc. All rights reserved. 313
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315
316
Short-term Orientation A national culture attribute that emphasizes the past and present, respect for tradition, and fulfilling social obligations.
2005 Prentice Hall Inc. All rights reserved. 317
Compulsory Reading: M. Javidan and R. J. House, Cultural Acumen for the Global Manager: Lessons from Project GLOBE, Organizational Dynamics, Spring 2001, Volume: 29 Issue: 4, pp. 289305. (\\Fileserver\Shahnawaz Adil\OB\Compulsory Readings\GLOBE - Cultural Acumen for the Global Manager - Lessons from Project GLOBE.pdf) and Page 432 to 435 from OB Fred Luthanss book , 11th edition
1. Assertiveness the degree to which individuals are assertive, confrontational, and aggressive in their relationships with others. 2. Future Orientation the extent to which individuals engage in futureoriented behaviors such as delaying gratification, planning, and investing in the future. 3. Gender egalitarianism (or differentiation) expressed as the degree a collective minimizes gender inequality. 4. Uncertainty avoidance the extent the society, organization, or groups rely on norms, rules, and procedures to alleviate the unpredictability of future events. 318
6.
Individual/collectivism (or Institutional Collectivism) the degree to which organizational and societal institutional practices encourage and reward the collective distribution of resources and collective actions.
In-group collectivism the degree to which individuals express pride, loyalty, and cohesiveness in their organizations or families. Performance orientation suggested by the degree to which a collective encourages and rewards group members for performance improvement and excellence. Humane orientation the degree to which a collective encourages and rewards individuals for being fair, altruistic, generous, caring, and kind to others.
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7. 8.
9.
Attitudes
The ABC Model of an Attitude
Attitudes
Predisposition or a tendency to respond positively or negatively towards a certain idea, object, person, or situation.
4th
Component: Affect (emotions or feelings) Measured by: Physiological indicators (say, blood pressure; galvanic skin response i.e. changes in electrical resistance of skin that indicate emotional arousal), verbal statements about feelings e.g. I dont like my boss, I like this, I prefer that Component: Conative (inclination for actions)
Measured by: Observed behavior, verbal statements about intentions e.g. Women as a supervisor; I want to transfer to another department.
Component: Cognition (Thought; reflects a persons perceptions or beliefs) Measured by: Attitude scales, verbal statements about beliefs
(asking about thoughts) e.g. I believe my boss plays favorites at work. I believe Japanese workers are industrious reflects the cognitive component of an 320 attitude
Types of Attitudes
Job Satisfaction A collection of positive and/or negative feelings that an individual holds toward his or her job.
Job Involvement Identifying with the job, actively participating in it, and considering performance important to self-worth. Organizational Commitment Identifying with a particular organization and its goals, and wishing to maintain membership in the organization.
2005 Prentice Hall Inc. All rights reserved. 321
Organizational Commitment
(The strength of an individuals identification with an organization)
Three types based on the fact that
Affective Commitment
(individual intends to remain in the organization)
Continuance Commitment
(individual cannot afford to leave the organization)
Normative Commitment
(individuals perceived obligation to remain with an organization)
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323
Self-Perception Theory
an alternative explanation for cognitive dissonance effects
326
Self-Perception Theory
People decide on their own attitudes and feelings from watching themselves behave in various situations. This is particularly true when internal cues are so weak or confusing they effectively put the person in the same position as an external observer. Self-Perception Theory provides an alternative explanation for cognitive dissonance effects. For example Festinger and Carlsmith's experiment where people were paid $1 or $20 to lie. Cognitive dissonance says that people felt bad about lying for $1 because they could not justify the act. Self-perception takes an 'observer's view, concluding that those who were paid $1 must have really enjoyed it (because $1 does not justify the act) whilst those who were paid $20 were just doing it for the money. Note that this indicates how changing people's attitudes happens only when two factors are present: They are aroused, feeling the discomfort of dissonance. They attribute the cause of this to their own behaviors and attitudes. 327 Research
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329
Voice
Active and constructive attempts to improve conditions.
Loyalty
Passively waiting for conditions to improve.
Neglect
Allowing conditions to worsen.
330
Source: C. Rusbult and D. Lowery, When Bureaucrats Get the Blues, Journal of Applied Social Psychology. 15, no. 1, 1985:83. Reprinted with permission.
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