Values

Values
Values

 Values tend to be stable & enduring and not flexible or

fluid. Most of them are established In our childhood; in
interactions with our parents, teachers, friends, etc.

 In our childhood we are always told that some behaviours

are desirable or undesirable –

we were never told “by how much”

 5 Ethical Principles
• Utilitarianism
• Universalism (Deontological approach) – duty
• Rights
• Justice
• Ethical virtue - Character
VALUES:

Enduring beliefs 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.
 The
The Behavioral
Behavioral Iceberg
Iceberg
Observable
Behavior
Skills

Knowledge
Competencies

Self-concept - Attitudes / Values / Self-image

Traits

Motives
Types
Types of
of Values
Values —
—
Rokeach
Rokeach Value
Value Survey
Survey
Terminal Values
Desirable end-states of existence;
the goals that a person would like
to achieve during his or her lifetime

Instrumental Values
Preferable modes of behavior or
means of achieving one’s terminal
values
Milton Rokeach
Two
Twotypes
typesofofValues
Valuesinin
Rokeach
RokeachSurvey
Survey

E X H I B I T 4-7
E X H I B I T 4-7
 Allport,
Allport, Vernon
Vernon &
& Lindzey
Lindzey
People in different occupations place different importance
on the Six Value Types

1. Theoretical

2. Economic

3. Aesthetic

4. Social

5. Political

6. Religious
Different generations hold different work values.

• Veterans—entered the workforce from the early 1940s through

the early 1960s

• Boomers—entered the workforce during the 1960s through the

mid-1980s

• Xers—entered the workforce beginning in the mid-1980s

• Nexters—most recent entrants into the workforce

3M: "To solve unsolved problems innovatively“

Mary Kay Cosmetics: "To give unlimited opportunity

to women."

Merck: "To preserve and improve human life."

Wal-Mart: "To give ordinary folk the chance to buy

the same thing as rich people.“

Walt Disney: "To make people happy."

Organisational
Organisational Values
Values && Work
Work Values
Values

Organisations have certain Core Values

These guide a company’s actions & practices

They serve as cultural cornerstones

Collins & Porras:

These values are sacrosanct and cannot be
compromised either for convenience or for
short-term economic gain
 Peters
Peters &
& Waterman
Waterman

Identified several values related to Performance & Excellence

“Excellent Organisations possess a distinct & identifiable set
of organisational values”, viz:

• Beliefs about superior quality & service

• Being the Best
• Innovation
• Importance to people as individuals
• Importance to detail in Execution
• Importance of informality to enhance communication
• Importance of profit orientation & goal orientation
Understanding Country Values through

Hofstede’s model
and
GLOBE Framework
 Understanding Cultural Differences through
Hofstede’s model

USA Europe India World

PDI 40 40 77 55 PDI

LTO 29   61 45 LTO

Hofstede’s model explains how different cultures of the world differ from one another on
five main dimensions.
Hence with the help of this model a manager can understand the similarities and differences
among various cultures worldwide and take a proactive and constructive approach to
resolving cross-cultural issues.

Hofstede, Geert. Cultures and Organizations: Software of the Mind. London: McGraw-Hill, 1991.
 Understanding Cultural Differences through
Hofstede’s model

Hofstede’s model explains how different cultures of the world differ from one another on five main dimensions.

Hofstede, Geert. Cultures and Organizations: Software of the Mind. London: McGraw-Hill, 1991.
 HOFSTEDE’S DIMENSIONS

Europe USA China India World

IDV 58 91 21 48   IDV

PDI 40 40 77 77 55 PDI

UAI 70 46 30 40 65 UAI

LTO   29 125 61 45 LTO

MAS 51 62 65 56 51 MAS
Europe USA China India World
 HOFSTEDE’S DIMENSIONS

Europe USA China India World

IDV 58 91 21 48   IDV

PDI 40 40 77 77 55 PDI

UAI 70 46 30 40 65 UAI

LTO   29 125 61 45 LTO

MAS 51 62 65 56 51 MAS
Europe USA China India World

PDI (Hierarchy): Of all the cultural influences that most impact Indian
business culture, hierarchy plays a key role. With its roots in Hinduism
and the caste system, Indian society operates within a framework of strict
hierarchy that defines people's roles, status and social order.
Indian society can be characterised as
being oriented towards:

• Centralised decision making

• High tolerance for ambiguity
• Collectivism rather than individualism &
• A strong tendency to show off and give importance to material
things (Masculinity)
 Implications
Implications of
of Hofstede’s
Hofstede’s dimensions
dimensions

 Family or group responsibility can have precedence over business.

 Promotions depend on seniority and experience and not necessarily on performance.
India is a high power distance society with PDI of 77 as compared to world average of 55.
Extremely unequal power distribution between those with status/wealth and those without it.
 Power relations are more autocratic and paternalistic.
 Decision making process may be slow as it has to be taken across the group at various levels
of hierarchy.
 Don’t expect new ideas to be accepted easily. Involve local counterpart as they decrease
the element of uncertainty.
 People will be less willing to take decision when unknown factors are present.
 Each proposal needs to be backed up by details and statistics.
 Long working hours, shorter holidays and more travel, business discussions even at social
gatherings.
 Attributes more importance to future, are willing to defer immediate gratification for future
benefits; as well as orientation towards rewards, persistence, capacity for adaptation.
 Developing
Developing Values
Values
Values can be developed in Individuals & in Organisations

By Role Modeling and by Value Clarification

Value Clarification workshops expose peoples’ frustrations,

helplessness, etc. over not being able to practice values
which they hold so close to their heart