Cairo university Faculty of commerce Business administration department MBA program-second year-English Organization Development

Value Based Organization [VBO]
Definitions and process
Mohamed Ahmed Mohamed Salem 12/8/2009

Create an opportunity for as many By: Mohamed Ahmed Mohamed Salem Page 2 . Value statements describe actions that are the living enactment of the fundamental values held by most individuals within the organization. The vision should resonate with all members of the organization and help them feel proud. they represent an individual’s highest priorities and deeply held driving forces. It should describe the business the organization is in. and part of something much bigger than themselves. A vision should stretch the organization’s capabilities and image of itself. Value statements are grounded in values and define how people want to behave with each other in the organization. Strategies are the broadly defined four or five key approaches the organization will use to accomplish its mission and drive toward the vision.Value Based Organization [VBO] Values Based Organization [VBO] Definitions Values are traits or qualities that are considered worthwhile. They are statements about how the organization will value customers. Another is to streamline your current distribution system using lean management principles. Mission/Purpose is a precise description of what an organization does. Vision is a statement about what the organization wants to become. Goals and action plans usually flow from each strategy. suppliers. It is a definition of "why" the organization exists currently. We recommend that we start developing this strategic framework by identifying our organization’s values. excited. and the internal community. One example of a strategy is employee empowerment and teams. Each member of an organization should be able to verbally express this mission. Another is to pursue a new worldwide market in Africa. It gives shape and direction to the organization’s future.

friendliness. contribution. efficiency. accountability. generosity. What are Values? The following are examples of values. independence. integrity. and direction so that everyone understands and can contribute. equality. decision making. dedication. responsibility. If we want the values that we identify to have an impact. By: Mohamed Ahmed Mohamed Salem Page 3 . empowerment. loyalty. security. stewardship. Values guide every decision that is made once the organization has cooperatively created the values and the value statements. improvement. service. dignity. accuracy. flexibility Why Identify and Establish Values? Effective organizations identify and develop a clear. the following must occur. We might use these as the starting point for discussing values within our organization. empathy. collaboration. teamwork. dependability. quality. concise and shared meaning of values/beliefs. priorities. competency. ambition. challenge. courage. respect. individuality. influence. Once defined. We must support and nurture this impact or identifying values will have been a wasted exercise.Value Based Organization [VBO] people as possible to participate in this process.    People demonstrate and model the values in action in their personal work behaviors. compassion. Organizational values help each person establish priorities in their daily work life. optimism. excellence. wisdom. enjoyment/fun. persistency. People will feel fooled and misled unless they see the impact of the exercise within our organization. values impact every aspect of our organization. honesty. diversity. discipline/order. innovativeness. All the rest of our strategic framework should grow from living these. accomplishment. credibility. learning. and interpersonal interaction.

Sample Workplace Value-based Actions If we value integrity and we experience a quality problem in our manufacturing process. Values form the foundation for everything that happens in our workplace. we may make excuses and mislead the customers. We naturally hire people who share our values. dental insurance. will largely govern the actions of our workforce. Whatever our value. Only the active participation of all members of the organization will ensure a truly organization-wide. It permeates the workplace. we honestly inform our customers of the exact nature of the problem. we will pay for health insurance. and the anticipated delivery time the customers can expect. The values. If we value equality and a sense of family. as an individual. what I personally value. However. If integrity is not a fundamental value. for better or worse. status. People hire and promote individuals whose outlook and actions are congruent with the values. If we value and care about the people in our organization. most of us work in organizations that have already operated for many years. Organizational goals are grounded in the identified values.Value Based Organization [VBO]      Rewards and recognition within the organization are structured to recognize those people whose work embodies the values the organization embraced. We discuss our actions to eliminate the problem. Whatever our Value Is What we Live in our Organization I know. retirement accounts and provide regular raises and bonuses for dedicated staff. By: Mohamed Ahmed Mohamed Salem Page 4 . we will wipe out the physical trappings of power. shared culture. and inequality such as executive parking places and offices that grow larger by a foot with every promotion. value-based. and the subsequent culture created by those values. Adoption of the values and the behaviors that result is recognized in regular performance feedback. are in place.

Value Based Organization [VBO] If we are generally happy with our work environment. we undoubtedly selected an organization with values congruent with our own. and strategies so all organization members can enroll in and own their achievement. whether foggy or crystal clear. If we're not. But are these usually vague and unspoken understandings enough to fuel our long term success? I don’t think so. we will want to work within our own HR organization to identify a strategic framework for serving our customers that is firmly value-based. mission or purpose. Process Values exist in every workplace. Strategic Framework Every organization has a vision or picture of what it desires for its future. As an HR professional. Our organization’s culture is partially the outward demonstration of the values currently existing in our By: Mohamed Ahmed Mohamed Salem Page 5 . and suppliers. watch for the disconnects between what we value and the actions of people in our organization. and the norms or relationship guidelines which informally define how people interact with each other and customers are also visible. The values members of the organization manifest in daily decision making. Or. We can allow these fundamental underpinnings of our organization to develop on their own with each individual acting in a self-defined vacuum. Many successful organizations agree upon and articulate their vision. and make them the foundation for its interactions with employees. The current mission of the organization or the purpose for its existence is also understood in general terms. customers. values. we will want to influence our larger organization to identify its core values. Minimally. Every organization has a choice. we can invest the time to proactively define them to best serve members of the organization and its customers.

relationship guidelines and norms. The question we need to ask is whether these existing values are creating the workplace we desire. Define the role of the executives in leading this process. Identify the values that currently exist in our workplace. and Provide written material the executives can share with their reporting staff. we need to do all the three above. 2. if necessary. Determine (assess)if these are the right values for our workplace. To really make a difference in our organization. we bring together our executive group to:     Learn about and discuss the power of shared values. 3. we can use this process to develop any product or course of action that needs widespread support. we need to launch a major culture program. Values Development Process How to develop and articulate shared workplace values? While the focus is on values identification and alignment. motivated. Steps in a Values Identification Process To identify organization values. prioritized action plans. visions for the future.Value Based Organization [VBO] workplace. and Change the actions and behaviors by which the values are demonstrated. enrollment in. and ownership from our staff. with the following steps: 1. Obtain consensus that these leaders are committed to creating a value-based workplace. productive people? If not. Do these values promote a culture of extraordinary customer care by happy. and departmental goals. By: Mohamed Ahmed Mohamed Salem Page 6 . It is used successfully to help organization develop mission statements.

each leader must do the following:      Share any written materials as well as the spirit and context of the executives’ values discussion with every individual in your reporting group. Alternatively. it is most effective for all members to meet in one session together. Design and schedule a series of values alignment sessions in which all members of the organization will participate. Key concepts include the following.Value Based Organization [VBO] The Team Culture and Training Team. Schedule each member of the organization to attend a three-four hour session. Make certain our reporting staff members understand the importance of their participation in the process. Promote the rationale for. need for. Prior to the values identification and alignment sessions. asked the executive group to initiate and lead this process. Assure that every member of our reporting group is signed up for and attends a session. This allows each member of our organization to fully participate in the process. a cross-functional group of employees from every level of the organization. and participate in another. train internal facilitators who lead one session. and desired organizational impact of the process. since the rationale and process have already been communicated by organization leaders. Answer questions and provide feedback about any staff concerns to the rest of the executive or cross-functional group leading the process. By: Mohamed Ahmed Mohamed Salem Page 7 . is a powerful assurance of success. Where possible.) These sessions are most effective when led by a trained facilitator. acting on a desire for change that is percolating from all corners of an organization. (If the group is small. Values Identification Workshop Overview The facilitator begins the sessions with a brief overview.

In a small organization. some of the values appear on each small group list. Participants then work with a small group of people. Sharing similar or agreed upon values at work helps clarify: --expected behavior and actions to each other and customers. from across the organization. in which everyone is participating simultaneously. People voluntarily post the values that each person has identified as their most important. It is the melding of all of the values of the members of our workforce that creates our current work environment. to identify which of their personal values are the most important for creating the environment the group wants to “live in” at work. Participants in the small groups then prioritize these identified values into a list of five-six they most want to see expressed at work. Value Statements By: Mohamed Ahmed Mohamed Salem Page 8 .Value Based Organization [VBO]   Each person brings his or her own set of values to the workplace. these prioritized lists are tallied across all sessions for frequency and meaning. When the small groups have completed their task. Then. we can ask people to verbally talk about their list of values with another individual in a mutual sharing. In a larger organization. This process will be most effective when participants work from the list of possible values we mentioned above. These are the five-ten most important values they hold as individuals and bring to the workplace every day. Generally. prioritize and reach agreement on the most important values. --how decisions are made. they share their prioritized lists with all session participants. This is a learning opportunity and can provide great insight into the beliefs and needs of coworkers. everyone in the session walks around to look at the various lists. and --exactly what is important in the organization. Steps in Workplace Values Identification During the workplace values identification session. participants begin by identifying their own individual values.

Accountability: We accept personal responsibility to efficiently use organization resources. in making informed decisions about his or her health and plan of care. Follow-up Process for Workplace Values Identification Using the work and insights from each values identification session. Several examples of these value statements follow: Integrity: We maintain credibility by making certain our actions always match our words. The total group adopts the values by voting when the organization believes the value statements are complete. and help others improve their effectiveness. volunteers from each session meet to:    Reach consensus on the values. Respect: We respect each patient's right to be involved. Now we know how to identify workplace values and value statements. Staff will discuss the draft value statements during organization-wide meetings. the better for producing shared meaning. The more graphic we can make these statements. and Share the value statements with all staff for feedback and refinement. where possible. participants discuss how and whether these values are currently operational in our workplace. Problems might encounter the implementation (resistance to change) No matter how well designed and planned our change program is. not everyone will be singing its praises. develop value statements for each of the prioritized values. or in an additional session. to the greatest extent possible or desired. improve our systems.Value Based Organization [VBO] During this session. By: Mohamed Ahmed Mohamed Salem Page 9 . People then define each value by describing what they will see in behaviors and actions when the value is truly incorporated into the organization belief system and culture.

We will also need to recognize that people work through a psychological change process as they give up the old and come to either embrace or reject the new. Allow space for people to work through the stages. such as fear. more deeply personal reason. Finally. Some of these reasons for employee resistance may include:  belief that the change initiative is a temporary fad  belief that fellow employees or managers are incompetent  loss of authority or control  loss of status or social standing  lack of faith in their ability to learn new skills  feeling of change overload (too much too soon)  lack of trust in or dislike of managers  loss of job security  loss of family or personal time  feeling that the organization is not entitled to the extra effort For some people resisting change. voicing their objections loudly and often. Adding to this complexity is the fact that sometimes the stated reason hides the real. or positively. ranging from a straightforward intellectual disagreement over facts to deep-seated psychological prejudices. Where do our change recipients sit? By: Mohamed Ahmed Mohamed Salem Page 10 . Strong feelings may emerge. or covertly. but posing us a much more serious challenge. they may experience an initial denial. Who are your resisters and how are they resisting? Change recipients who are dead against the change will either resist overtly. with feelings of resignation and complacency. the person accepts the change either negatively. with renewed enthusiasm to capitalize on the changes. We have identified four basic types of reaction to organizational change. Watch out for employees who get “stuck” in one phase. Typically. and then begin to realize that the change cannot be ignored. there may be multiple reasons. Covert resisters operate from the underground. anger. helplessness and frustration.Value Based Organization [VBO] Employees resist change for a wide variety of reasons. Give employees time to draw breath and listen with empathy. Offer our support. masking their defiance.

They are not averse to arguing with managers and fellow workers and will try to convince others to continue with the old ways. wishing to take the path of least resistance. In a unionized environment. not attend training. Objectors will display their resistance to change whenever the opportunity arises. to those that are initially reticent to adapt. more status or a higher salary. “work to rule”. Objectors will continue to use superseded systems and processes when others are taking up the new ways of doing things. take unapproved leave and refuse to carry out instructions. such as a guarantee of job security. Enthusiasts will use opportunities to broadcast approval for the change and will try to convince others of its merits. or they may stand to receive some personal gain from the change. legal challenges and boycotts. lockouts. These early adopters may also make good choices as trainers and coaches during the implementation process. These change recipients will do what is required. resistance can take the form of strikes. but eventually do so once they accept the inevitability of the change. They may agree dispassionately that the change will be of benefit to the organization. Followers range from those that are generally compliant. They may disrupt meetings. Followers Objectors By: Mohamed Ahmed Mohamed Salem Page 11 . They will also model the new behavior early and will volunteer for membership of teams.Value Based Organization [VBO] Enthusiasts These change recipients are intrinsically wedded to the change idea. but no more.

Managers who are against the change but need to be seen to be in support of it are prime candidates for promoting underground resistance. spreading rumors.Value Based Organization [VBO] Underground Change recipients working for the underground have solid motivations for not making their resistance public. This style of resistance is. shoddy work and “go slow”. excessive absences. or more personal costs. using sarcasm. always covert and can take many forms. inputting incorrect data. Common among these are falsifying reports. This will give us a powerful indication of where we will need to devote our energies. such as ridicule or loss of status and authority. damaging infrastructure and equipment. By: Mohamed Ahmed Mohamed Salem Page 12 . stealing. They may fear direct punishment. by its nature. such as termination or fines. What can we do now? One thing we can do in managing resistance is work with our key employees to construct a Force Field analysis diagram using Kurt Lewin’s Force Field Analysis technique.

Appeal to them either in terms of personal gain (such as status. and so on) or loss avoided (such as financial loss or job outplacement prevented). recognition. Put resisters on teams that allow them to play some decision-making part in the change process. Choose the most powerful of the restraining forces and devote time and energy to weakening these. Get customers or suppliers to explain to change resisters face to face how the current situation disadvantages them in concrete terms. salary bonus. By: Mohamed Ahmed Mohamed Salem Page 13 . Show the fiercest resisters what’s in it for them.Value Based Organization [VBO] Example of a Force Field analysis diagram Tips for Overcoming Resistance to Change Treating the forces against change is a more productive use of resources than simply reinforcing the forces for change. however small. Think of how we could apply the drivers for change we identified in our analysis to either weakening or eliminating an opposing force.

and behaviors with colleagues. Hire and promote individuals whose outlook and actions are congruent with these values. leaders. will:         Communicate and discuss the mission and organizational values frequently with staff members. Always anchor. Model personal work behaviors. with staff. decision making.Value Based Organization [VBO] Defuse political power plays amongst managers and other employees by conducting broad-based meetings where goals and tactics are openly discussed and introduce processes that leave little room for individual discretion. reporting staff. and interpersonal interaction that reflect the values. Establish organizational goals that are grounded in the identified values. Listen openly and honestly to what they are trying to say. Link participation in the adoption of the values and the behaviors that result. priorities. The Leaders' Role Following the Workplace Values Process Following the values identification and alignment sessions and agreement on the values. or relate the values expressed to real world problems. Examine our own basic beliefs and assumptions. contribution. Make This Workplace Values Process Not Just another Exercise Cautions:   Don’t oversell the process. Endeavor to look at the world through the eyes of the change resister. Through engaging resisters. Reward and recognize staff members whose actions and accomplishments reflect the values in action within the organization. Page 14 By: Mohamed Ahmed Mohamed Salem . and self. be prepared to change ourselves. Translate the values into expectations. to regular performance feedback and the performance development process. and Meet periodically to talk about how the group is doing via living the identified values.

Values clarification exercises are. If we want our investment in this workplace values identification and alignment process to make a difference in our organization. Examples of Workplace Values            Integrity Belonging/Caring Helping/Contributing Inner Harmony. Peace of Mind Personal Growth.Value Based Organization [VBO]   Encourage people to identify examples where there is a gap between values. the leadership and individual follow-up is critical. an opportunity to share them. Remember that you are not going to alter a person's values and beliefs by talking about them. and interactions. not change them. Learning. actions. Consequences must exist for behaviors that undermine the values agreed upon. The organization must commit to change and enhance work behaviors. Reward and recognition systems and performance management systems must support and reward new behaviors. and Self-Actualization Achievement /Accomplishment Financial Stability Accountability Respect Excellence Fun By: Mohamed Ahmed Mohamed Salem Page 15 . and behavior. or beliefs. at best.

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