ORGANIZATION’S

SHARED VALUES

O are standards by which members of an

organization collectively see as important.
Therefore, they tend to guide behavior,
relationships and interaction
 COMMON MINDSET

O or paradigm consists of a set of shared

assumptions or beliefs. For a long time, the
only sensible policy for labor management
relation was confrontation because it was
believed that workforce was led by radical
socialistic or communistic unions.
CHARACTERISTIC BEHAVIORS
Cover a broad range of topic.
A. MANAGEMENT STYLE:

• Is the decision-making style collaborative or autocratic?

• Are managers available and approachable?

• Do managers practice “management by walking about

(MBWA)?”
B. RELATIONSHIPS:

• Do people address each other formally or informally?

• Do people interact across different levels in the organization?

• Do people related each another socially as well as at work

C. DRESS:

• Are people expected to wear formal business dress?

 SYMBOLS

a) Image, i.e,. use green to symbolize concern

for the environment

b) Flag, symbol of a country

ORGANIZATION’
S VALUES
We all have beliefs and values we live by. An organization’s values answer
the question : “ What is important to us?”

Core organizational values are understandings about:

1. What is the most important?

2. How to treat other people

3. How to work together?

Values provide an anchor when an organization or individual is buffeted by a

storm of change. They are the moral compass that gives direction when
things get rough. They are a guide to help you reach your destination your
vision and mission.
Peters and Waterman stated that values will have a tremendous impact on
organization. They help to:

1. Create an atmosphere of common purpose and trust

2. Clarify goals and ways those goals will be achieved
3. Set priorities and sort out information overload
4. Provide a clearer focus for performance and feedback
5. Indicate which behaviors are acceptable and appropriate and which
are not within the organization
6. Specify how the organization wants to deal with and be perceived by
people outside the organization
7. Provide guidelines for selecting and orienting new members or
employees who will not have to spend much time identifying and
understanding organizational values
 DECLARED AND
OPERATIVE VALUES
 According to Anthony D’ Souza, values also
have two critical parts: intended or declared
values and operative or lived values.

Declared values exist in the corporation’s

policies and mission statement.
Operative values are lasting and are lived from
day to day by the member.
There are times when individuals or organizations publicly espouse
such values:

1. “People are our most valuable asset.”

2. “The customer is always right/king.”

Organizational effectiveness is maximized when stated values are

consistent with the personal values of the organization’s leader and
member. When behaviors are consistent with the organization’s stated
values, these values serve as unifying principles for all organizational
policies and actions. This provides a highly focused approach for
achieving the vision and mission.
VALUES HELD AND
PRACTICED
CONSISTENLY
Once values have been clarified, they must
be held and practiced consistently. Putting
them into practice becomes most difficult at
time.

Values must be both understandable and

attainable.
ORGANIZATION’S
CORE VALUES
• Core values held by organizational leadership
provide a scale by which all behavior is ultimately
judged. And shared values provide strong feelings
of personal effectiveness among members of
organization. They promote high levels of loyalty
and commitment, develop deep consensus about
mission and goals and inculcate a strong sense of
ownership and caring about the organization. Hence
vitality of the organization depends upon and is
directly proportionate to the existence of a set of
core values shared by all.
ORGANIZATION’S

AND
Values and beliefs of leadership are
the shaping force of the entire
organization. They generate
attitudes and specify behavior.