1) Briefly describe the importance of work ethics and values in the present day scenario of industrial organizations. Illustrate with reference to an organization. Briefly describe the organization you are referring to.
2) What is Perception? Discuss the occurrence of commons errors in Perception and how to overcome these errors. Give examples.
3) Explain the relevance of Behaviour modification in organizations and briefly discuss the role of ethics in behaviour modification.
4) Describe the growing importance of teams as an approach to work. Briefly discuss how team can be built effectively. Illustrate with reference to an organization where team played a crucial role in bringing success. Briefly describe the organization you are referring to.
5) Briefly discuss how organizational culture can be developed and describe the attributes of work culture and their relevance.
Social Processes And Behavioral Issues
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Social Processes And Behavioral Issues
by Faodhagan » Sat Jun 28, 2014 2:20 am
- Faodhagan
- Posts: 12
- Joined: Fri Jan 03, 2014 1:47 am
Social Processes And Behavioral Issues
by Chess » Sat Jun 28, 2014 5:20 pm
questions and provide feedback about any staff concerns to the rest of the executive or cross-functional group leading the process.
Values Identification Workshop Overview
The facilitator begins the sessions with a brief overview, since the rationale and process have already been communicated by organization leaders. Key concepts include the following. • Each person brings his or her own set of values to the workplace.
• Sharing similar or agreed upon values at work helps clarify:
--expected behavior and actions to each other and customers,
--how decisions are made, 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. These are the five-ten most important values they hold as individuals and bring to the workplace every day. It is the melding of all of the values of the members of your workforce that creates your current work environment. I have found this process most effective when participants work from the list of possible values . People voluntarily post the values that each person has identified as their most important. Then, everyone in the session walks around to look at the various lists. This is a learning opportunity and can provide great insight into the beliefs and needs of coworkers. You can ask people to verbally talk about their list of values with another individual in a mutual sharing. Participants then work with a small group of people, from across the organization, 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. When the small groups have completed their task, they share their prioritized lists with all session participants. Generally, some of the values appear on each small group list. In a larger organization, these prioritized lists are tallied across all sessions for frequency and meaning. In a small organization, in which everyone is participating simultaneously, prioritize and reach agreement on the most important values. Value Statements
During this session, or in an additional session, participants discuss how and whether these values are currently operational in your workplace. 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. The more graphic you can make these statements, the better for producing shared meaning. Several examples of these value statements follow. Integrity: We maintain credibility by making certain our actions always match our words. Respect: We respect each patient's right to be involved, to the greatest extent possible or desired, in making informed decisions about his or her health and plan of care. Accountability: We accept personal responsibility to efficiently use organization resources, improve our systems, and help others improve their effectiveness. Now that you know how to identify workplace values and value statements read about how to finalize your VALUE IDENTIFICATION PROCESS, with examples of values, too.
Make Your Workplace Values Process Successful
Follow-up Process for Workplace Values Identification
Using the work and insights from each values identification session, volunteers from each session meet to: • reach consensus on the values; • develop value statements for each of the prioritized values; and • share the value statements with all staff for feedback and refinement.
Staff will discuss the draft value statements during organization-wide meetings, where possible. The total group adopts the values by voting when the organization believes the value statements are complete. The Leaders' Role Following the Workplace Values Process
Following the values identification and alignment sessions and agreement on the values, leaders, with staff, will: • communicate and discuss the mission and organizational values frequently with staff members;
• establish organizational goals that are grounded in the identified values;
• model personal work behaviors, decision making, contribution, and interpersonal interaction that reflect the values;
• translate the values into expectations, priorities, and behaviors with colleagues, reporting staff, and self;
• link participation in the adoption of the values and the behaviors that result, to regular performance feedback and the performance development process;
• reward and recognize staff members whose actions and accomplishments reflect the values in action within the organization;
• hire and promote individuals whose outlook and actions are congruent with these values; and
• meet periodically to talk about how the group is doing via living the identified values. Make This Workplace Values Process Not Just Another Exercise
• "Don’t oversell the process.
• Always anchor, or relate the values expressed to real world problems.
• Encourage people to identify examples where there is a gap between values, or beliefs, and behaviour. • Remember that you are not going to alter a person's values and beliefs by talking about them. Values clarification exercises are, at best, an opportunity to share them, not change them."
I agree. If you want your investment in this workplace values identification and alignment process to make a difference in your organization, the leadership and individual follow-up is critical. The organization must commit to change and enhance work behaviors, actions, and interactions. Reward and recognition systems and performance management systems must support and reward new behaviors. Consequences must exist for behaviors that undermine the values agreed upon. If you can't make this commitment, don’t even start the process. You’ll just create a group of cynical, unhappy people who feel misled and betrayed. They’ll be much less likely to jump on board for your next organizational initiative. And you know what? They’ll be right. Examples of Workplace Values XXX
These were developed by several of my clients. A Human Resources Development office chose: • Integrity • Belonging/Caring
• Helping/Contributing • Inner Harmony, Peace of Mind
• Personal Growth, Learning, and Self-Actualization • Achievement /Accomplishment • Financial Stability • Fun SHARED VALUES DEFINED.
Shared values are what engender trust and link an organization together. Shared values are also the identity by which an organization is known throughout its business areas. These values must be stated as both corporate objectives and individual values. Every organization and every leader will have a different set of values that are appropriate to its business situation.
##########################################
2) What is Perception? Discuss the occurrence of commons errors in Perception and how to overcome these errors. Give examples. Perception is the process by which organisms interpret and organize sensation to produce a meaningful experience of the world. Sensation usually refers to the immediate, relatively unprocessed result of stimulation of sensory receptors in the eyes, ears, nose, tongue, or skin. Perception, on the other hand, better describes one's ultimate experience of the world and typically involves further processing of sensory input. In practice, sensation and perception are virtually impossible to separate, because they are part of one continuous process. Thus, perception in humans describes the process whereby sensory stimulation is translated into organized experience. That experience, or percept, is the joint product of the stimulation and of the process itself. Relations found between various types of stimulation(e.g., light waves and sound waves) and their associated percepts suggest inferences that can be made about the properties of the perceptual process; theories of perceiving then can be developed on the basis of these inferences. Because the perceptual process is not itself public or directly observable(except to the perceiver himself, whose percepts are given directly in experience), the validity of perceptual theories can be checked only indirectly.
Historically, systematic thought about perceiving was the province of philosophy. Philosophical interest in perception stems largely from questions about the sources and validity of what is called human knowledge(epistemology). Epistemologists ask whether a real, physical world exists independently of human experience and, if so, how its properties can be learned and how the truth or accuracy of that experience can be determined. They also ask whether there are innate ideas or whether all experience originates through contact with the physical world, mediated by the sense organs.
As a scientific enterprise, however, the investigation of perception has especially developed as part of the larger discipline of psychology. For the most part, psychology bypasses the questions about perceiving raised by philosophy in favour of problems that can be handled by its special methods. The remnants of such philosophical questions, however, do remain; researchers are still concerned, for example, with the relative contributions of innate and learned factors to the perceptual process.
Such fundamental philosophical assertions as the existence of a physical world, however, are taken for granted among most scientific students of perceiving. Typically, researchers in perception simply accept the apparent physical world particularly as it is described in those branches of physics concerned with electromagnetic energy, optics, and mechanics. The problems they consider relate to the process whereby percepts are formed from the interaction of physical energy(for example, light) with the perceiving organism. Of further interest is the degree of correspondence between percepts and the physical objects to which they ordinarily relate. How accurately, for example, does the visually perceived size of an object match its physical size as measured(e.g., with a yardstick)? ========================
Types of Errors in Thinking Errors of Perception: • Mine is better thinking - this often occurs in matters that are important to us such as our race, religion, ethnic group, social class, political party, or philosophy of life. We value kinship with those who are similar. • Selective perception - attending to those points/ arguments with which you agree. • Gullibility and skepticism - the error of believing everything or doubting everything. • Bias toward the majority or the minority - following our affections, identifying with the majority or with the underdog. • Pretending to know - believing what we have pretended. • Bias for or against change - conservatives have never met a new idea that they liked and liberals have never met a new idea that they didn't like. • Either/or thinking - taking only extreme positions on an issue when other positions are possible. Errors of Judgement: • Double standard - using one standard of judgement for our own ideas and another for those of others. • Irrelevant criterion - not defining appropriate criteria for an action. • Overgeneralizing or stereotyping - generalizations need a reasonable number of subjects to be acceptable. • Hasty conclusions - drawn without enough evidence. • Unwarranted assumptions - ideas taken for granted without appropriate basis. • Failure to make a distinction - subtle differences may make a large difference in evaluation a situation or idea. • Oversimplification - omits essential information and ignores complexity. • Errors of Reaction: • Explaining away - discrediting contrary opinions without consideration. • Shifting the burden of proof - demanding to have contrary proof provided rather than offering support for one's own opinion. • Attacking the person - bringing in unconnected allegations to cover own weakness in argument. • Straw man - pretending someone has said something that she has not and then denouncing her for saying it. Twisting words to imply what is not meant. In philosophy, psychology, and science, perception is the process of attaining awareness or understanding of sensory information. It is a process by which individuals organize and interpret their sensory impressions to give meaning to their environment. The word "perception" comes from the Latin words perceptio, percipio, and means ³receiving, collecting, action of taking possession, apprehension with the mind or senses." How do we perceive? Individuals mostly perceive things differently, depending on what they perceive and how they organize and interpret the things perceived. We use a number of shortcuts when we judge others. These techniques are frequently valuable: They allow us to make accurate perceptions rapidly and provide valid data for making predictions. However they are not foolproof. These perceptual processes may result in errors and can result in significant distortions. COMMON PERCEPTION ERRORS Common perceptual distortions seen in my organization are: ? Stereotypes and Prototypes
? Halo Effects / Horn Effects
? Selective Perception
? Contrast Effects
? P ro ject io n s STEREOTYPES AND PROTOTYPES: When we judge someone on the basis of our perception of the group to which he or she belongs we are committing a common error of perception called µstereotyping¶. Errors can Multiply The desire to be knowledgeable may lead to the pretense of knowledge which results in errors of perception which pave the way for errors of judgement. These may force us to commit errors of reaction to save face.
Example of Stereotypes in my organization: I have seen in my organization an example of gender based stereotyping. There is misconception of sorts among the top management that female employees generally don¶t accept deputations and site visits and thus are not offered any. However a colleague of mine who was genuine and an able candidate for a deputation to Milan for a prestigious Oil and Gas project was not considered for it and was denied of a life time opportunity. How to correct or avoid errors of stereotypes? One of the problems of stereotypes is that they are widespread and often useful generalizations despite the fact that they may not contain a shred of truth when applied to particular person or situation. So we must constantly check ourselves to make sure whether we are applying it correctly or not in our decisions and evaluations. We must remember every individual is unique as a fingerprint and lumping together leads to incorrect judgment. Another method to correct and avoid errors of stereotypes is to interact more with the group of which we have made perceptions and learn more about them so that we can remove any false perceptions we have about them. HALO EFFECT / HORN EFFECT: When we tend to judge a person on the basis of a single characteristic such as intelligence, appearance etc we say a Halo or a Horn Effect is operating. If the characteristic is a positive one it is a Halo effect and if it¶s a negative one it¶s a Horn Effect. In this effect one trait forms a general impression and becomes the basis for judgments about other traits. Often occurs to fill in missing information. Examples of Horn Effect in my organization: Here I would like to share an instance which recently occurred. My Head of the Department is a very rude stubborn and an intimidating man. In order to pursue a part time MBA course from NMIMS I had to take his approval. I was always of the opinion that he will not allow me to pursue the course and would create problems. However when I approached him for a work experience letter and to seek his permission for the course he was quite supportive and gave me the permission. I was clearly operating in a Horn Effect. Examples of Halo Effect in my organization: One of my colleagues had worked very hard and diligently on an earlier project thus he was seen by my boss as a hard worker and a performer. But actually on the ongoing project he is not working that hard and still reaping the benefits of the previous project this is a clear case of Halo Error. How to avoid errors of horn and halo effects? Actually it is generally difficult to correct these errors as first impression has a lasting effect on an individual. However these effects can be avoided by not letting your first impressions have a too strong effect on your perceptions. A timely check on your first impressions can be made to find the judgments you made were correct or incorrect. Don¶t let past experiences affect your perceptions. SELECTIVE PERCEPTIONS: Any characteristics that make a person, an object or an event stand out will increase the probabability that we will perceive it as it is impossible for us to assimilate everything we see; we can take in only certain stimuli. As we can¶t observe everything going on about us we engage in selective perception. This tendency to single out those aspects of a situation, person, or object that are consistent with one¶s needs, values, or attitudes is selective perception. Example of Selective Perception from my organization: The project I am working on has two area engineers working under the same lead engineer. One of the area engineers always sits late and works on the other hand the other completes the work in time and leaves. The lead engineer has an opinion that the one who works till late is a hardworking employee while the other is not. Here the lead engineer indulges in selective perception as he is taking into account only the late sitting factor for his perception. How to correct or avoid errors of Selective perception? Perception checking with other persons can help counter the adverse impact of selective perception. Postpone your impression formation and don¶t take hasty decisions. In the above e.g. if the lead engineer checks with his colleagues about his perception he may find whether his perception is right or wrong. CONTRAST EFFECTS: Evaluation of a person¶s characteristics that is affected by comparison with other people. Here the perceiver¶s perceptions of others influence the perceiver¶s perception of a target. Example of Contrast Effects in my organization: We at my organization work in groups or taskforce on different projects. Each project has a dedicated team. During appraisals I have seen many that individuals are judged on the performance of the team and not on their own performance as a result of which I have seen inefficient individuals in a successful group getting hikes which they did not deserve and similarly efficient workers in an unsuccessful group being left out. How to correct or avoid Contrast Effects? We must remember every individual is unique and not let our perception be a part of any comparison. If in the above e.g. had each individual been appraised upon individually keeping his or her performance in mind this error could have been easily avoided. PROJECTIONS: The assignment of one personal attributes to other individuals is termed as projections.Beleiving that others have same characteristics as us is error due to projection. This error occurs in the interpretation stage. Example of Projection Error in my organization: When I joined the organization I was working with an engineer who was quite demanding and was very accurate in the work he did. He rarely made any mistakes and was seen as a perfectionist by others. He demanded the same accuracy from his subordinates and me and used to get frustrated and annoyed if anyone committed any mistakes. If any of his subordinates were unable to meet his standards who would often complain about them to his superiors. This is a clear case of projection error. How to avoid Projection Errors? Projection Errors can be controlled through a high degree of self-awareness and empathy. In the above case for instance had the engineer been more empathetic towards his subordinates he would have easily avoided projection error. #######################################
Values Identification Workshop Overview
The facilitator begins the sessions with a brief overview, since the rationale and process have already been communicated by organization leaders. Key concepts include the following. • Each person brings his or her own set of values to the workplace.
• Sharing similar or agreed upon values at work helps clarify:
--expected behavior and actions to each other and customers,
--how decisions are made, 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. These are the five-ten most important values they hold as individuals and bring to the workplace every day. It is the melding of all of the values of the members of your workforce that creates your current work environment. I have found this process most effective when participants work from the list of possible values . People voluntarily post the values that each person has identified as their most important. Then, everyone in the session walks around to look at the various lists. This is a learning opportunity and can provide great insight into the beliefs and needs of coworkers. You can ask people to verbally talk about their list of values with another individual in a mutual sharing. Participants then work with a small group of people, from across the organization, 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. When the small groups have completed their task, they share their prioritized lists with all session participants. Generally, some of the values appear on each small group list. In a larger organization, these prioritized lists are tallied across all sessions for frequency and meaning. In a small organization, in which everyone is participating simultaneously, prioritize and reach agreement on the most important values. Value Statements
During this session, or in an additional session, participants discuss how and whether these values are currently operational in your workplace. 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. The more graphic you can make these statements, the better for producing shared meaning. Several examples of these value statements follow. Integrity: We maintain credibility by making certain our actions always match our words. Respect: We respect each patient's right to be involved, to the greatest extent possible or desired, in making informed decisions about his or her health and plan of care. Accountability: We accept personal responsibility to efficiently use organization resources, improve our systems, and help others improve their effectiveness. Now that you know how to identify workplace values and value statements read about how to finalize your VALUE IDENTIFICATION PROCESS, with examples of values, too.
Make Your Workplace Values Process Successful
Follow-up Process for Workplace Values Identification
Using the work and insights from each values identification session, volunteers from each session meet to: • reach consensus on the values; • develop value statements for each of the prioritized values; and • share the value statements with all staff for feedback and refinement.
Staff will discuss the draft value statements during organization-wide meetings, where possible. The total group adopts the values by voting when the organization believes the value statements are complete. The Leaders' Role Following the Workplace Values Process
Following the values identification and alignment sessions and agreement on the values, leaders, with staff, will: • communicate and discuss the mission and organizational values frequently with staff members;
• establish organizational goals that are grounded in the identified values;
• model personal work behaviors, decision making, contribution, and interpersonal interaction that reflect the values;
• translate the values into expectations, priorities, and behaviors with colleagues, reporting staff, and self;
• link participation in the adoption of the values and the behaviors that result, to regular performance feedback and the performance development process;
• reward and recognize staff members whose actions and accomplishments reflect the values in action within the organization;
• hire and promote individuals whose outlook and actions are congruent with these values; and
• meet periodically to talk about how the group is doing via living the identified values. Make This Workplace Values Process Not Just Another Exercise
• "Don’t oversell the process.
• Always anchor, or relate the values expressed to real world problems.
• Encourage people to identify examples where there is a gap between values, or beliefs, and behaviour. • Remember that you are not going to alter a person's values and beliefs by talking about them. Values clarification exercises are, at best, an opportunity to share them, not change them."
I agree. If you want your investment in this workplace values identification and alignment process to make a difference in your organization, the leadership and individual follow-up is critical. The organization must commit to change and enhance work behaviors, actions, and interactions. Reward and recognition systems and performance management systems must support and reward new behaviors. Consequences must exist for behaviors that undermine the values agreed upon. If you can't make this commitment, don’t even start the process. You’ll just create a group of cynical, unhappy people who feel misled and betrayed. They’ll be much less likely to jump on board for your next organizational initiative. And you know what? They’ll be right. Examples of Workplace Values XXX
These were developed by several of my clients. A Human Resources Development office chose: • Integrity • Belonging/Caring
• Helping/Contributing • Inner Harmony, Peace of Mind
• Personal Growth, Learning, and Self-Actualization • Achievement /Accomplishment • Financial Stability • Fun SHARED VALUES DEFINED.
Shared values are what engender trust and link an organization together. Shared values are also the identity by which an organization is known throughout its business areas. These values must be stated as both corporate objectives and individual values. Every organization and every leader will have a different set of values that are appropriate to its business situation.
##########################################
2) What is Perception? Discuss the occurrence of commons errors in Perception and how to overcome these errors. Give examples. Perception is the process by which organisms interpret and organize sensation to produce a meaningful experience of the world. Sensation usually refers to the immediate, relatively unprocessed result of stimulation of sensory receptors in the eyes, ears, nose, tongue, or skin. Perception, on the other hand, better describes one's ultimate experience of the world and typically involves further processing of sensory input. In practice, sensation and perception are virtually impossible to separate, because they are part of one continuous process. Thus, perception in humans describes the process whereby sensory stimulation is translated into organized experience. That experience, or percept, is the joint product of the stimulation and of the process itself. Relations found between various types of stimulation(e.g., light waves and sound waves) and their associated percepts suggest inferences that can be made about the properties of the perceptual process; theories of perceiving then can be developed on the basis of these inferences. Because the perceptual process is not itself public or directly observable(except to the perceiver himself, whose percepts are given directly in experience), the validity of perceptual theories can be checked only indirectly.
Historically, systematic thought about perceiving was the province of philosophy. Philosophical interest in perception stems largely from questions about the sources and validity of what is called human knowledge(epistemology). Epistemologists ask whether a real, physical world exists independently of human experience and, if so, how its properties can be learned and how the truth or accuracy of that experience can be determined. They also ask whether there are innate ideas or whether all experience originates through contact with the physical world, mediated by the sense organs.
As a scientific enterprise, however, the investigation of perception has especially developed as part of the larger discipline of psychology. For the most part, psychology bypasses the questions about perceiving raised by philosophy in favour of problems that can be handled by its special methods. The remnants of such philosophical questions, however, do remain; researchers are still concerned, for example, with the relative contributions of innate and learned factors to the perceptual process.
Such fundamental philosophical assertions as the existence of a physical world, however, are taken for granted among most scientific students of perceiving. Typically, researchers in perception simply accept the apparent physical world particularly as it is described in those branches of physics concerned with electromagnetic energy, optics, and mechanics. The problems they consider relate to the process whereby percepts are formed from the interaction of physical energy(for example, light) with the perceiving organism. Of further interest is the degree of correspondence between percepts and the physical objects to which they ordinarily relate. How accurately, for example, does the visually perceived size of an object match its physical size as measured(e.g., with a yardstick)? ========================
Types of Errors in Thinking Errors of Perception: • Mine is better thinking - this often occurs in matters that are important to us such as our race, religion, ethnic group, social class, political party, or philosophy of life. We value kinship with those who are similar. • Selective perception - attending to those points/ arguments with which you agree. • Gullibility and skepticism - the error of believing everything or doubting everything. • Bias toward the majority or the minority - following our affections, identifying with the majority or with the underdog. • Pretending to know - believing what we have pretended. • Bias for or against change - conservatives have never met a new idea that they liked and liberals have never met a new idea that they didn't like. • Either/or thinking - taking only extreme positions on an issue when other positions are possible. Errors of Judgement: • Double standard - using one standard of judgement for our own ideas and another for those of others. • Irrelevant criterion - not defining appropriate criteria for an action. • Overgeneralizing or stereotyping - generalizations need a reasonable number of subjects to be acceptable. • Hasty conclusions - drawn without enough evidence. • Unwarranted assumptions - ideas taken for granted without appropriate basis. • Failure to make a distinction - subtle differences may make a large difference in evaluation a situation or idea. • Oversimplification - omits essential information and ignores complexity. • Errors of Reaction: • Explaining away - discrediting contrary opinions without consideration. • Shifting the burden of proof - demanding to have contrary proof provided rather than offering support for one's own opinion. • Attacking the person - bringing in unconnected allegations to cover own weakness in argument. • Straw man - pretending someone has said something that she has not and then denouncing her for saying it. Twisting words to imply what is not meant. In philosophy, psychology, and science, perception is the process of attaining awareness or understanding of sensory information. It is a process by which individuals organize and interpret their sensory impressions to give meaning to their environment. The word "perception" comes from the Latin words perceptio, percipio, and means ³receiving, collecting, action of taking possession, apprehension with the mind or senses." How do we perceive? Individuals mostly perceive things differently, depending on what they perceive and how they organize and interpret the things perceived. We use a number of shortcuts when we judge others. These techniques are frequently valuable: They allow us to make accurate perceptions rapidly and provide valid data for making predictions. However they are not foolproof. These perceptual processes may result in errors and can result in significant distortions. COMMON PERCEPTION ERRORS Common perceptual distortions seen in my organization are: ? Stereotypes and Prototypes
? Halo Effects / Horn Effects
? Selective Perception
? Contrast Effects
? P ro ject io n s STEREOTYPES AND PROTOTYPES: When we judge someone on the basis of our perception of the group to which he or she belongs we are committing a common error of perception called µstereotyping¶. Errors can Multiply The desire to be knowledgeable may lead to the pretense of knowledge which results in errors of perception which pave the way for errors of judgement. These may force us to commit errors of reaction to save face.
Example of Stereotypes in my organization: I have seen in my organization an example of gender based stereotyping. There is misconception of sorts among the top management that female employees generally don¶t accept deputations and site visits and thus are not offered any. However a colleague of mine who was genuine and an able candidate for a deputation to Milan for a prestigious Oil and Gas project was not considered for it and was denied of a life time opportunity. How to correct or avoid errors of stereotypes? One of the problems of stereotypes is that they are widespread and often useful generalizations despite the fact that they may not contain a shred of truth when applied to particular person or situation. So we must constantly check ourselves to make sure whether we are applying it correctly or not in our decisions and evaluations. We must remember every individual is unique as a fingerprint and lumping together leads to incorrect judgment. Another method to correct and avoid errors of stereotypes is to interact more with the group of which we have made perceptions and learn more about them so that we can remove any false perceptions we have about them. HALO EFFECT / HORN EFFECT: When we tend to judge a person on the basis of a single characteristic such as intelligence, appearance etc we say a Halo or a Horn Effect is operating. If the characteristic is a positive one it is a Halo effect and if it¶s a negative one it¶s a Horn Effect. In this effect one trait forms a general impression and becomes the basis for judgments about other traits. Often occurs to fill in missing information. Examples of Horn Effect in my organization: Here I would like to share an instance which recently occurred. My Head of the Department is a very rude stubborn and an intimidating man. In order to pursue a part time MBA course from NMIMS I had to take his approval. I was always of the opinion that he will not allow me to pursue the course and would create problems. However when I approached him for a work experience letter and to seek his permission for the course he was quite supportive and gave me the permission. I was clearly operating in a Horn Effect. Examples of Halo Effect in my organization: One of my colleagues had worked very hard and diligently on an earlier project thus he was seen by my boss as a hard worker and a performer. But actually on the ongoing project he is not working that hard and still reaping the benefits of the previous project this is a clear case of Halo Error. How to avoid errors of horn and halo effects? Actually it is generally difficult to correct these errors as first impression has a lasting effect on an individual. However these effects can be avoided by not letting your first impressions have a too strong effect on your perceptions. A timely check on your first impressions can be made to find the judgments you made were correct or incorrect. Don¶t let past experiences affect your perceptions. SELECTIVE PERCEPTIONS: Any characteristics that make a person, an object or an event stand out will increase the probabability that we will perceive it as it is impossible for us to assimilate everything we see; we can take in only certain stimuli. As we can¶t observe everything going on about us we engage in selective perception. This tendency to single out those aspects of a situation, person, or object that are consistent with one¶s needs, values, or attitudes is selective perception. Example of Selective Perception from my organization: The project I am working on has two area engineers working under the same lead engineer. One of the area engineers always sits late and works on the other hand the other completes the work in time and leaves. The lead engineer has an opinion that the one who works till late is a hardworking employee while the other is not. Here the lead engineer indulges in selective perception as he is taking into account only the late sitting factor for his perception. How to correct or avoid errors of Selective perception? Perception checking with other persons can help counter the adverse impact of selective perception. Postpone your impression formation and don¶t take hasty decisions. In the above e.g. if the lead engineer checks with his colleagues about his perception he may find whether his perception is right or wrong. CONTRAST EFFECTS: Evaluation of a person¶s characteristics that is affected by comparison with other people. Here the perceiver¶s perceptions of others influence the perceiver¶s perception of a target. Example of Contrast Effects in my organization: We at my organization work in groups or taskforce on different projects. Each project has a dedicated team. During appraisals I have seen many that individuals are judged on the performance of the team and not on their own performance as a result of which I have seen inefficient individuals in a successful group getting hikes which they did not deserve and similarly efficient workers in an unsuccessful group being left out. How to correct or avoid Contrast Effects? We must remember every individual is unique and not let our perception be a part of any comparison. If in the above e.g. had each individual been appraised upon individually keeping his or her performance in mind this error could have been easily avoided. PROJECTIONS: The assignment of one personal attributes to other individuals is termed as projections.Beleiving that others have same characteristics as us is error due to projection. This error occurs in the interpretation stage. Example of Projection Error in my organization: When I joined the organization I was working with an engineer who was quite demanding and was very accurate in the work he did. He rarely made any mistakes and was seen as a perfectionist by others. He demanded the same accuracy from his subordinates and me and used to get frustrated and annoyed if anyone committed any mistakes. If any of his subordinates were unable to meet his standards who would often complain about them to his superiors. This is a clear case of projection error. How to avoid Projection Errors? Projection Errors can be controlled through a high degree of self-awareness and empathy. In the above case for instance had the engineer been more empathetic towards his subordinates he would have easily avoided projection error. #######################################
- Chess
- Posts: 11
- Joined: Thu Jan 23, 2014 1:49 am
Social Processes And Behavioral Issues
by Treadway » Tue Jul 01, 2014 11:53 pm
HERE IS SOME SOME USEFUL MATERIAL.
SOME ANSWERS HELD BACK DUE TO SPACE CONSTRAINT.
PLEASE FORWARD THESE BALANCE QUESTIONS TO MY EMAIL ID
[email protected]
I will send the balance asap.
Regards
LEO LINGHAM ==================================================================
1) Briefly describe the importance of work ethics and values in the present day scenario of industrial organizations. Illustrate with reference to an organization. Briefly describe the organization you are referring to.
VALUES
What are Values?
Values are ideals that guide or qualify your personal conduct, interaction with others, and involvement in your career. Like morals, they
• help you to distinguish what is right from what is wrong and • inform you on how you can conduct your life in a meaningful way. Values can be classified into four categories:
• Personal Values • Cultural Values • Social Values • Work Values Personal Values Personal values are principles that define you as an individual. Personal values, such as honesty, reliability, and trust, determine how you will face the world and relate with people.
-caring
-courage
-creativity
-friendliness
-honesty
-honour
-independent
plus others
---------------------------------------------
Cultural Values Cultural values, like the practice of your faith and customs, are principles that sustain connections with your cultural roots. They help you feel connected to a larger community of people with similar backgrounds.
-roots in tradition
-faith
-linguistic - tie
plus others
--------------------------------
Social Values Social values are principles that indicate how you relate meaningfully to others in social situations, including those involving family, friends, and co-workers.
-equality
-fairness
-reliability
-family oriented
-environment conscious
-diversity
plus others
-------------------------------------
Work Values Work values are principles that guide your behaviour in professional contexts. They define how you work and how you relate to your co-workers, bosses, and clients. They also reveal your potential for advancement.
-autonomy
-competitiveness
-conscientiousness
-dedication
-loyalty
-punctuality
-teamwork
plus others.
===================================================
Identify and Live Your Personal Values
Values are traits or qualities that are considered worthwhile; they represent your highest priorities and deeply held driving forces. When you are part of any organization, you bring your deeply held values and beliefs to the organization. There they co-mingle with those of the other members to create an organization or family culture.
Value statements are grounded in values and define how people want to behave with each other in an organization, an institution, a company, or a family. They are statements about how the organization 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 organization.
Why Identify and Establish Your Values?
Your values are made up of everything that has happened to you in your life and include influences from: your parents and family, your religious affiliation, your friends and peers, your education, your reading, and more. Effective people recognize these environmental influences and identify and develop a clear, concise, and meaningful set of values/beliefs, and priorities. Once defined, values impact every aspect of your life.
• You demonstrate and model your values in action in your personal and work behaviors, decision making, contribution, and interpersonal interaction. • You use your values to make decisions about priorities in your daily work and home life. • Your goals and life purpose are grounded in your values.
Choose the values that are most important to you, the values you believe in and that define your character. Then live them visibly every day at work and at home. Living your values is one of the most powerful tools available to you to help you be the person you want to be, to help you accomplish your goals and dreams, and to help you lead and influence others. Don't waste your best opportunity.
===================================================
The following table provides examples of each type of values.
Values Sampler
Personal Values Cultural Values Social Values Work Values Caring Celebration of Diversity Altruism Autonomy Courage Ethnic roots Diversity Competitiveness Creativity Faith Eco-consciousness Conscientiousness Friendliness Linguistic ties Equality Dedication Honesty National ties Fairness Equanimity/Ethics Honour Regional ties Family closeness Loyalty Independence Tradition Lovingness Professionalism Integrity Morality Punctuality Spirituality Reliability Remunerative worth Team player Identify and Live Your Personal Values
Values are traits or qualities that are considered worthwhile; they represent your highest priorities and deeply held driving forces. When you are part of any organization, you bring your deeply held values and beliefs to the organization. There they co-mingle with those of the other members to create an organization or family culture.
Value statements are grounded in values and define how people want to behave with each other in an organization, an institution, a company, or a family. They are statements about how the organization 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 organization.
The following are examples of values
You might use these as the starting point for thinking about and articulating your values as a human being. Examples of Values
ambition, competency, individuality, equality, integrity, service, responsibility, accuracy, respect, dedication, diversity, improvement, enjoyment/fun, loyalty, credibility, honesty, innovativeness, teamwork, excellence, accountability, empowerment, quality, efficiency, dignity, collaboration, stewardship, empathy, accomplishment, courage, wisdom, independence, security, challenge, influence, learning, compassion, friendliness, discipline/order, generosity, persistency, optimism, dependability, flexibility Why Identify and Establish Your Values?
Your values are made up of everything that has happened to you in your life and include influences from: your parents and family, your religious affiliation, your friends and peers, your education, your reading, and more. Effective people recognize these environmental influences and identify and develop a clear, concise, and meaningful set of values/beliefs, and priorities. Once defined, values impact every aspect of your life.
• You demonstrate and model your values in action in your personal and work behaviors, decision making, contribution, and interpersonal interaction. • You use your values to make decisions about priorities in your daily work and home life. • Your goals and life purpose are grounded in your values.
Choose the values that are most important to you, the values you believe in and that define your character. Then live them visibly every day at work and at home. Living your values is one of the most powerful tools available to you to help you be the person you want to be, to help you accomplish your goals and dreams, and to help you lead and influence others. Don't waste your best opportunity.
===========================
ORGANIZATION HAVE A SET OF VALUES -to instill within its basic policy structure and patterns of behavior a corporate culture, a corporate conscience that can prevail. -with the following values: the dignity of the individual, openness to people and ideas, optimum standards of service, entrepreneurship, synergism, leadership through competence, and behavior based on values.
Nine Desirable Attributes of Corporate Value Systems There are nine desirable attributes of corporate value systems. These attributes are to be measured by the attitudes of management and employees in the organizations. The attributes we defined as follows together with typical statements that express the existence of each attribute. 1.Honesty The degree to which each employee has total confidence in the integrity, ability, and good character of other employees and the organization - regardless of their role "I trust the people I work with." "I find it easy to be open and honest with staff from other departments." ---------------------------------------------------------------------------------------
2.Alignment The degree to which the interests and actions of every employee support the clearly stated and communicated key goals of the organization "We have clear aims & objectives which everyone understands." "We build consensus around key objectives." "We recognize and reward loyalty." ----------------------------------------------------------------------------------------
3.Freedom The degree to which self-initiated and unofficial activities are tolerated and approved of throughout the organization "I am allowed to do my own thing." "We encourage people to take initiatives." "We recognize the individual." -----------------------------------------------------------------------------------------
4.Stimuli The degree to which it is understood that unrelated knowledge is desirable in the pursuit of improving products, services, and operations "I am encouraged to search externally for new information." "I obtain data from many different sources." "We listen to suggestions from suppliers." "We use consultants in focused roles." --------------------------------------------------------------------------------------------
5.Risk The degree to which the organization, employees, and managers take risk "I am encouraged to experiment." "We take calculated risks." "We encourage trial and error." --------------------------------------------------------------------------------------------------
6.Empowerment The degree to which each employee feels empowered by managers and the organization "As a manager, I am expected to delegate." "We have a 'no-blame' culture." "We allow staff to make decisions." -----------------------------------------------------------------------------------------------------
7.Teams The degree to which team performance is emphasized over individual performance "We promote teamwork and make it the center of everything we do." "There are usually people from other departments in my team." "We have both creative problem solvers and 'out-of-the-box' thinkers in our teams." ----------------------------------------------------------------------------------------------------
8.Communication The degree to which there is both planned and random interaction between functions and divisions at all levels within an organization "We clearly explain what our objectives are." "I am kept in the picture on how we are performing." "We have excellent formal channels of communication." "We manage best practice knowledge transfer between departments." "We actively manage our intellectual assets." -------------------------------------------------------------------------------------------------------
9.SUPPORT
The degree to which team performance is emphasized over TEAMWORK and
supporting each other to achieve the common goal/ objectives.
===========================================================
A value system refers to how an individual or a group of individuals organize their ethical or ideological values. A well-defined value system is a moral code.
===================================================== ORGANIZATION value systems Corporate value systems that consists of three value TYPES. These are considered complementary and juxtaposed on the same level if illustrated graphically on for instance an organization’s web page. -The first value TYPE is Core Values, which prescribe the attitude and character of an organization, and are often found in sections on Code of conduct on its web page. The philosophical antecedents of these values are Virtue ethics.
The second TYPE is Protected Values are protected through rules, standards and certifications. They are often concerned with areas such as health, environment and safety. -The third TYPE - Created Values, is the values that stakeholders, including the shareholders expect in return for their contributions to the firm. These values are subject to trade-off by decision-makers or bargaining processes. ==========================================================
CREATORS OF CORPORATE VALUES
CORPORATE VALUES is shaped by a handful of people who are guardians of the vision and the shapers of the corporate conscience. It is especially the role of the chief executive to define the character of the business and to establish the corporate VALUES SYSTEM / CULTURE . A corporation can instill within its basic policy structure and patterns of behavior a corporate culture, a corporate value system that can prevail. Categories
Values may be grouped into categories, but each are up to debate:
Healthy values and habits - Sensual and Operational Values -- Sensual values are are individual values and are functional or dysfunctional to an individual's emotional survival. They are sensitive or insensitive depending upon an individual's emotional maturity. Operational values are indiviudal values and are functional or dysfunctional to an individual's physical survival. They are active or inactive depending upon an individual's physical development. Healthy values and habits are acquired through personal satisfaction, practice and personal experience.
Moral values and norms - Social and Religious/Traditional Values -- Social values are family/group values and are functional or dysfunctional to the survival of the family/group. They are nurturing or agressive depending upon the family/group's social maturity. Religious/Traditional values are are interpersonal values and are functional or dysfunctional to impersonal survival outside the family/group. They are tolerant or intolerant depending upon the religion's/tradtion's maturity. Moral values are acquired through encouragement, instruction and interpersonal experience.
Ethical values and behavior - Economic and Political Values -- Economic values are national values and are functional or dysfunctional to the survival of the nation. They are productive or unproductive depending upon the nation's economic development. Political values are national values and are functional or dysfunctional to national surival. They are progressive or regressive depending upon a nation's political development. Ethical values are acquired through rewards, education and impersonal experience.
Historical values and conduct - Aesthetic and Theoretical Values -- Aesthetic values are human values that are functional or dysfunctional to human surival. They are are beautiful or ugly(meaningful or unmeaningful) depending upon human artistic development. Theoretical values are human values that are true or false(purposeful or irrelevant)to human survival depending upon human scientific development. Historical values are acquired through inspiration, cognition and creative experience.
===================================
Organization culture can be a set of key values , assumptions,
understandings and norms that is shared by members of an
organization.
Organization values are fundamental beliefs that an organization
considers to be important , that are relatively stable over time,
and they have an impact on employees behaviors and attitudes.
Organization Norms are shared standards that define what behaviors are acceptable and desirable within organization.
Shared assumptions are about how things are done
in an organization.
Understandings are coping with internal / external problems
uniformly.
=================================================
LEVELS OF ORGANIZATION CULTURE
LEVEL 1---VISIBLE, that can be seen at the surface level
-dress codes
-office layout [ open office]
-symbols
-slogans
-ceremonies[ monthly / annual awards/long service/birthdays etc.
etc etc
LEVEL 2- INVISIBLE , that can be cannot be seen but only felt.
-stories about people performance
-symbols [ flag, trademark, logos, etc]
-corporate mission statements
-recruitment/selection [ methods used]L
-fairness in treatment
-social equality
-risk taking in business deals
-formality in approach
-discipline
-autonomy for departments
-responsiveness to communication -empowerment of staff.
etc etc.
===============================================
FROM THE ABOVE, YOU CAN SEE THAT THE ''VALUES''
IS A CORE FACTOR OF CULTURE.
===============================================
Values are traits or qualities that are considered worthwhile; they represent an individual’s highest priorities and deeply held driving forces. Value statements are grounded in values and define how people want to behave with each other in the organization. They are statements about how the organization will value customers, suppliers, and the internal community. Value statements describe actions that are the living enactment of the fundamental values held by most individuals within the organization. Values exist in every workplace. Your organization’s culture is partially the outward demonstration of the values currently existing in your workplace. The question you need to ask is whether these existing values are creating the workplace you desire. ==========================================================
Examples of Workplace Values
These were developed by several of my clients. A Human Resources Development office chose: • Integrity • Belonging/Caring
• Helping/Contributing • Inner Harmony, Peace of Mind
• Personal Growth, Learning, and Self-Actualization • Achievement /Accomplishment • Financial Stability • Fun *Integrity *Compassion *Accountability *Respect *Excellence
The following are examples of values. You might use these as the starting point for discussing values within your organization. ambition, competency, individuality, equality, integrity, service, responsibility, accuracy, respect, dedication, diversity, improvement, enjoyment/fun, loyalty, credibility, honesty, innovativeness, teamwork, excellence, accountability, empowerment, quality, efficiency, dignity, collaboration, stewardship, empathy, accomplishment, courage, wisdom, independence, security, challenge, influence, learning, compassion, friendliness, discipline/order, generosity, persistency,optimism, dependability, flexibility =======================================================================
Why Values, What Values? "Our people are our most important asset." You’ve heard these words many times, if you work in an organization. Yet how many organizations act as if they really believe these words? Not many. These words are the clear expression of a value, and values are visible through the actions people take, not their talk. Values form the foundation for everything that happens in your workplace. If you are the founder of an organization, your values permeate the workplace. You naturally hire people who share your values. Whatever you value, will largely govern the actions of your workforce. Sample Workplace Value-based Actions
If you value integrity and you experience a quality problem in your manufacturing process, you honestly inform your customer of the exact nature of the problem. You discuss your actions to eliminate the problem, and the anticipated delivery time the customer can expect. If integrity is not a fundamental value, you may make excuses and mislead the customer. If you value and care about the people in your organization, you will pay for health insurance, dental insurance, retirement accounts and provide regular raises and bonuses for dedicated staff. If you value equality and a sense of family, you will wipe out the physical trappings of power, status, and inequality such as executive parking places and offices that grow larger by a foot with every promotion. Whatever You Value Is What You Live in Your Organization
You know, as an individual, what you personally value. However, most of you work in organizations that have already operated for many years. The values, and the subsequent culture created by those values, are in place, for better or worse.
If you are generally happy with your work environment, you undoubtedly selected an organization with values congruent with your own. If you're not, watch for the disconnects between what you value and the actions of people in your organization. As an HR professional, you will want to influence your larger organization to identify its core values, and make them the foundation for its interactions with employees, customers, and suppliers. Minimally, you will want to work within your own HR organization to identify a strategic framework for serving your customers that is firmly value-based. Strategic Framework
Every organization has a vision or picture of what it desires for its future, whether foggy or crystal clear. The current mission of the organization or the purpose for its existence is also understood in general terms. The values members of the organization manifest in daily decision making, and the norms or relationship guidelines which informally define how people interact with each other and customers, are also visible. But are these usually vague and unspoken understandings enough to fuel your long term success? I don’t think so. Every organization has a choice. You can allow these fundamental underpinnings of your organization to develop on their own with each individual acting in a self-defined vacuum. Or, you can invest the time to proactively define them to best serve members of the organization and its customers. Many successful organizations agree upon and articulate their vision, mission or purpose, values, and strategies so all organization members can enroll in and own their achievement. ===========================================================
If you want the values you identify to have an impact, the following must occur. • People demonstrate and model the values in action in their personal work behaviors, decision making, contribution, and interpersonal interaction. • Organizational values help each person establish priorities in their daily work life.
• Values guide every decision that is made once the organization has cooperatively created the values and the value statements.
• Rewards and recognition within the organization are structured to recognize those people whose work embodies the values the organization embraced.
• Organizational goals are grounded in the identified values.
• Adoption of the values and the behaviors that result is recognized in regular performance feedback.
• People hire and promote individuals whose outlook and actions are congruent with the values.
• Only the active participation of all members of the organization will ensure a truly organization-wide, value-based, shared culture.
====================================================================
FOR EVALUATING VALUES, THERE IS NO DIRECT METHOD BUT BY THE OUTCOMES ONLY.
1.CONDUCT A BUSINESS AUDIT, WHICH INCLUDE
-vision/ mission/objectives/strategies etc.
which should highlight values in it.
2.CONDUCT EMPLOYEE SATISFACTION SURVEY
which would reveal employees practices/ expectations/dissatisfaction.
3. MAKE AN OBSERVATION SURVEY OF THE IMPACT
OF VALUES ON
-recruitment/selection
-customer service
-sales results
-promotions
etc etc =================================
=========================================
====================================
===========================================================
The Strategic Planning Framework for Vision, Mission, Values Want the background about why values are important in an organization? Values are traits or qualities that are considered worthwhile; they represent an individual’s highest priorities and deeply held driving forces. Value statements are grounded in values and define how people want to behave with each other in the organization. They are statements about how the organization will value customers, suppliers, and the internal community. Value statements describe actions that are the living enactment of the fundamental values held by most individuals within the organization. Vision is a statement about what the organization wants to become
The vision should resonate with all members of the organization and help them feel proud, excited, and part of something much bigger than themselves. A vision should stretch the organization’s capabilities and image of itself. It gives shape and direction to the organization’s future. Mission/Purpose is a precise description of what an organization does. It should describe the business the organization is in. It is a definition of "why" the organization exists currently. Each member of an organization should be able to verbally express this mission. Strategies are the broadly defined four or five key approaches the organization will use to accomplish its mission and drive toward the vision. Goals and action plans usually flow from each strategy. 1.One example of a strategy is employee empowerment and teams. 2.Another is to pursue a new worldwide market in Asia. 3.Another is to streamline your current distribution system using lean management principles. What are Values? XXX
The following are examples of values. You might use these as the starting point for discussing values within your organization. ambition, competency, individuality, equality, integrity, service, responsibility, accuracy, respect, dedication, diversity, improvement, enjoyment/fun, loyalty, credibility, honesty, innovativeness, teamwork, excellence, accountability, empowerment, quality, efficiency, dignity, collaboration, stewardship, empathy, accomplishment, courage, wisdom, independence, security, challenge, influence, learning, compassion, friendliness, discipline/order, generosity, persistency,optimism, dependability, flexibility XXX Why Identify and Establish Values?
Effective organizations identify and develop a clear, concise and shared meaning of values/beliefs, priorities, and direction so that everyone understands and can contribute. Once defined, values impact every aspect of your organization. You must support and nurture this impact or identifying values will have been a wasted exercise. People will feel fooled and misled unless they see the impact of the exercise within your organization. If you want the values you identify to have an impact, the following must occur. • People demonstrate and model the values in action in their personal work behaviors, decision making, contribution, and interpersonal interaction. • Organizational values help each person establish priorities in their daily work life.
• Values guide every decision that is made once the organization has cooperatively created the values and the value statements.
• Rewards and recognition within the organization are structured to recognize those people whose work embodies the values the organization embraced.
• Organizational goals are grounded in the identified values.
• Adoption of the values and the behaviors that result is recognized in regular performance feedback.
• People hire and promote individuals whose outlook and actions are congruent with the values.
• Only the active participation of all members of the organization will ensure a truly organization-wide, value-based, shared culture.
==========================================================================
THE ORGANIZATION, I AM REFERRING TO.
Begin Your Values Alignment Process Values exist in every workplace. Your organization’s culture is partially the outward demonstration of the values currently existing in your workplace. The question you need to ask is whether these existing values are creating the workplace you desire. XXX
Do these values promote a culture of extraordinary customer care by happy, motivated, productive people? If not, you will want to: • identify the values that currently exist in your workplace;
• determine if these are the right values for your workplace; and
• change the actions and behaviors by which the values are demonstrated, if necessary.
To really make a difference in your organization, you need to do all three.
"Within the organizations I have had the opportunity to serve, the core values were communicated by actions mostly - in the ways in which business is conducted on a day-to-day basis, and not so much in words directly spoken or written. "I am a strong advocate of demonstrated values more than written or spoken - actions speak louder, but also believe that written values that reinforce and support specific actions, and specific actions that reinforce and support written values, make a powerful combination that far exceeds one or the other by itself. If it is written down and demonstrated in action, we can really hold our feet to the fire when we need to." Values Development Process
Steps in a Values Identification Process
To identify organization values, bring together your executive group to: • learn about and discuss the power of shared values; • obtain consensus that these leaders are committed to creating a value-based workplace; • define the role of the executives in leading this process; and • provide written material the executives can share with their reporting staff.
In one of my client organizations, that recently completed this process, the Team Culture and Training Team, a cross-functional group of employees from every level of the organization, asked the executive group to initiate and lead this process. Where possible, acting on a desire for change that is percolating from all corners of an organization, is a powerful assurance of success. Design and schedule a series of values alignment sessions in which all members of the organization will participate. Schedule each member of the organization to attend a three-four hour session.(If your group is small, it is most effective for all members to meet in one session together.) These sessions are most effective when led by a trained facilitator. This allows each member of your organization to fully participate in the process. Alternatively, train internal facilitators who lead one session, and participate in another. Prior to the values identification and alignment sessions, 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. • Promote the rationale for, need for, and desired organizational impact of the process. • Make certain your reporting staff members understand the importance of their participation in the process. • Assure that every member of your reporting group is signed up for and attends a session. •
SOME ANSWERS HELD BACK DUE TO SPACE CONSTRAINT.
PLEASE FORWARD THESE BALANCE QUESTIONS TO MY EMAIL ID
[email protected]
I will send the balance asap.
Regards
LEO LINGHAM ==================================================================
1) Briefly describe the importance of work ethics and values in the present day scenario of industrial organizations. Illustrate with reference to an organization. Briefly describe the organization you are referring to.
VALUES
What are Values?
Values are ideals that guide or qualify your personal conduct, interaction with others, and involvement in your career. Like morals, they
• help you to distinguish what is right from what is wrong and • inform you on how you can conduct your life in a meaningful way. Values can be classified into four categories:
• Personal Values • Cultural Values • Social Values • Work Values Personal Values Personal values are principles that define you as an individual. Personal values, such as honesty, reliability, and trust, determine how you will face the world and relate with people.
-caring
-courage
-creativity
-friendliness
-honesty
-honour
-independent
plus others
---------------------------------------------
Cultural Values Cultural values, like the practice of your faith and customs, are principles that sustain connections with your cultural roots. They help you feel connected to a larger community of people with similar backgrounds.
-roots in tradition
-faith
-linguistic - tie
plus others
--------------------------------
Social Values Social values are principles that indicate how you relate meaningfully to others in social situations, including those involving family, friends, and co-workers.
-equality
-fairness
-reliability
-family oriented
-environment conscious
-diversity
plus others
-------------------------------------
Work Values Work values are principles that guide your behaviour in professional contexts. They define how you work and how you relate to your co-workers, bosses, and clients. They also reveal your potential for advancement.
-autonomy
-competitiveness
-conscientiousness
-dedication
-loyalty
-punctuality
-teamwork
plus others.
===================================================
Identify and Live Your Personal Values
Values are traits or qualities that are considered worthwhile; they represent your highest priorities and deeply held driving forces. When you are part of any organization, you bring your deeply held values and beliefs to the organization. There they co-mingle with those of the other members to create an organization or family culture.
Value statements are grounded in values and define how people want to behave with each other in an organization, an institution, a company, or a family. They are statements about how the organization 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 organization.
Why Identify and Establish Your Values?
Your values are made up of everything that has happened to you in your life and include influences from: your parents and family, your religious affiliation, your friends and peers, your education, your reading, and more. Effective people recognize these environmental influences and identify and develop a clear, concise, and meaningful set of values/beliefs, and priorities. Once defined, values impact every aspect of your life.
• You demonstrate and model your values in action in your personal and work behaviors, decision making, contribution, and interpersonal interaction. • You use your values to make decisions about priorities in your daily work and home life. • Your goals and life purpose are grounded in your values.
Choose the values that are most important to you, the values you believe in and that define your character. Then live them visibly every day at work and at home. Living your values is one of the most powerful tools available to you to help you be the person you want to be, to help you accomplish your goals and dreams, and to help you lead and influence others. Don't waste your best opportunity.
===================================================
The following table provides examples of each type of values.
Values Sampler
Personal Values Cultural Values Social Values Work Values Caring Celebration of Diversity Altruism Autonomy Courage Ethnic roots Diversity Competitiveness Creativity Faith Eco-consciousness Conscientiousness Friendliness Linguistic ties Equality Dedication Honesty National ties Fairness Equanimity/Ethics Honour Regional ties Family closeness Loyalty Independence Tradition Lovingness Professionalism Integrity Morality Punctuality Spirituality Reliability Remunerative worth Team player Identify and Live Your Personal Values
Values are traits or qualities that are considered worthwhile; they represent your highest priorities and deeply held driving forces. When you are part of any organization, you bring your deeply held values and beliefs to the organization. There they co-mingle with those of the other members to create an organization or family culture.
Value statements are grounded in values and define how people want to behave with each other in an organization, an institution, a company, or a family. They are statements about how the organization 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 organization.
The following are examples of values
You might use these as the starting point for thinking about and articulating your values as a human being. Examples of Values
ambition, competency, individuality, equality, integrity, service, responsibility, accuracy, respect, dedication, diversity, improvement, enjoyment/fun, loyalty, credibility, honesty, innovativeness, teamwork, excellence, accountability, empowerment, quality, efficiency, dignity, collaboration, stewardship, empathy, accomplishment, courage, wisdom, independence, security, challenge, influence, learning, compassion, friendliness, discipline/order, generosity, persistency, optimism, dependability, flexibility Why Identify and Establish Your Values?
Your values are made up of everything that has happened to you in your life and include influences from: your parents and family, your religious affiliation, your friends and peers, your education, your reading, and more. Effective people recognize these environmental influences and identify and develop a clear, concise, and meaningful set of values/beliefs, and priorities. Once defined, values impact every aspect of your life.
• You demonstrate and model your values in action in your personal and work behaviors, decision making, contribution, and interpersonal interaction. • You use your values to make decisions about priorities in your daily work and home life. • Your goals and life purpose are grounded in your values.
Choose the values that are most important to you, the values you believe in and that define your character. Then live them visibly every day at work and at home. Living your values is one of the most powerful tools available to you to help you be the person you want to be, to help you accomplish your goals and dreams, and to help you lead and influence others. Don't waste your best opportunity.
===========================
ORGANIZATION HAVE A SET OF VALUES -to instill within its basic policy structure and patterns of behavior a corporate culture, a corporate conscience that can prevail. -with the following values: the dignity of the individual, openness to people and ideas, optimum standards of service, entrepreneurship, synergism, leadership through competence, and behavior based on values.
Nine Desirable Attributes of Corporate Value Systems There are nine desirable attributes of corporate value systems. These attributes are to be measured by the attitudes of management and employees in the organizations. The attributes we defined as follows together with typical statements that express the existence of each attribute. 1.Honesty The degree to which each employee has total confidence in the integrity, ability, and good character of other employees and the organization - regardless of their role "I trust the people I work with." "I find it easy to be open and honest with staff from other departments." ---------------------------------------------------------------------------------------
2.Alignment The degree to which the interests and actions of every employee support the clearly stated and communicated key goals of the organization "We have clear aims & objectives which everyone understands." "We build consensus around key objectives." "We recognize and reward loyalty." ----------------------------------------------------------------------------------------
3.Freedom The degree to which self-initiated and unofficial activities are tolerated and approved of throughout the organization "I am allowed to do my own thing." "We encourage people to take initiatives." "We recognize the individual." -----------------------------------------------------------------------------------------
4.Stimuli The degree to which it is understood that unrelated knowledge is desirable in the pursuit of improving products, services, and operations "I am encouraged to search externally for new information." "I obtain data from many different sources." "We listen to suggestions from suppliers." "We use consultants in focused roles." --------------------------------------------------------------------------------------------
5.Risk The degree to which the organization, employees, and managers take risk "I am encouraged to experiment." "We take calculated risks." "We encourage trial and error." --------------------------------------------------------------------------------------------------
6.Empowerment The degree to which each employee feels empowered by managers and the organization "As a manager, I am expected to delegate." "We have a 'no-blame' culture." "We allow staff to make decisions." -----------------------------------------------------------------------------------------------------
7.Teams The degree to which team performance is emphasized over individual performance "We promote teamwork and make it the center of everything we do." "There are usually people from other departments in my team." "We have both creative problem solvers and 'out-of-the-box' thinkers in our teams." ----------------------------------------------------------------------------------------------------
8.Communication The degree to which there is both planned and random interaction between functions and divisions at all levels within an organization "We clearly explain what our objectives are." "I am kept in the picture on how we are performing." "We have excellent formal channels of communication." "We manage best practice knowledge transfer between departments." "We actively manage our intellectual assets." -------------------------------------------------------------------------------------------------------
9.SUPPORT
The degree to which team performance is emphasized over TEAMWORK and
supporting each other to achieve the common goal/ objectives.
===========================================================
A value system refers to how an individual or a group of individuals organize their ethical or ideological values. A well-defined value system is a moral code.
===================================================== ORGANIZATION value systems Corporate value systems that consists of three value TYPES. These are considered complementary and juxtaposed on the same level if illustrated graphically on for instance an organization’s web page. -The first value TYPE is Core Values, which prescribe the attitude and character of an organization, and are often found in sections on Code of conduct on its web page. The philosophical antecedents of these values are Virtue ethics.
The second TYPE is Protected Values are protected through rules, standards and certifications. They are often concerned with areas such as health, environment and safety. -The third TYPE - Created Values, is the values that stakeholders, including the shareholders expect in return for their contributions to the firm. These values are subject to trade-off by decision-makers or bargaining processes. ==========================================================
CREATORS OF CORPORATE VALUES
CORPORATE VALUES is shaped by a handful of people who are guardians of the vision and the shapers of the corporate conscience. It is especially the role of the chief executive to define the character of the business and to establish the corporate VALUES SYSTEM / CULTURE . A corporation can instill within its basic policy structure and patterns of behavior a corporate culture, a corporate value system that can prevail. Categories
Values may be grouped into categories, but each are up to debate:
Healthy values and habits - Sensual and Operational Values -- Sensual values are are individual values and are functional or dysfunctional to an individual's emotional survival. They are sensitive or insensitive depending upon an individual's emotional maturity. Operational values are indiviudal values and are functional or dysfunctional to an individual's physical survival. They are active or inactive depending upon an individual's physical development. Healthy values and habits are acquired through personal satisfaction, practice and personal experience.
Moral values and norms - Social and Religious/Traditional Values -- Social values are family/group values and are functional or dysfunctional to the survival of the family/group. They are nurturing or agressive depending upon the family/group's social maturity. Religious/Traditional values are are interpersonal values and are functional or dysfunctional to impersonal survival outside the family/group. They are tolerant or intolerant depending upon the religion's/tradtion's maturity. Moral values are acquired through encouragement, instruction and interpersonal experience.
Ethical values and behavior - Economic and Political Values -- Economic values are national values and are functional or dysfunctional to the survival of the nation. They are productive or unproductive depending upon the nation's economic development. Political values are national values and are functional or dysfunctional to national surival. They are progressive or regressive depending upon a nation's political development. Ethical values are acquired through rewards, education and impersonal experience.
Historical values and conduct - Aesthetic and Theoretical Values -- Aesthetic values are human values that are functional or dysfunctional to human surival. They are are beautiful or ugly(meaningful or unmeaningful) depending upon human artistic development. Theoretical values are human values that are true or false(purposeful or irrelevant)to human survival depending upon human scientific development. Historical values are acquired through inspiration, cognition and creative experience.
===================================
Organization culture can be a set of key values , assumptions,
understandings and norms that is shared by members of an
organization.
Organization values are fundamental beliefs that an organization
considers to be important , that are relatively stable over time,
and they have an impact on employees behaviors and attitudes.
Organization Norms are shared standards that define what behaviors are acceptable and desirable within organization.
Shared assumptions are about how things are done
in an organization.
Understandings are coping with internal / external problems
uniformly.
=================================================
LEVELS OF ORGANIZATION CULTURE
LEVEL 1---VISIBLE, that can be seen at the surface level
-dress codes
-office layout [ open office]
-symbols
-slogans
-ceremonies[ monthly / annual awards/long service/birthdays etc.
etc etc
LEVEL 2- INVISIBLE , that can be cannot be seen but only felt.
-stories about people performance
-symbols [ flag, trademark, logos, etc]
-corporate mission statements
-recruitment/selection [ methods used]L
-fairness in treatment
-social equality
-risk taking in business deals
-formality in approach
-discipline
-autonomy for departments
-responsiveness to communication -empowerment of staff.
etc etc.
===============================================
FROM THE ABOVE, YOU CAN SEE THAT THE ''VALUES''
IS A CORE FACTOR OF CULTURE.
===============================================
Values are traits or qualities that are considered worthwhile; they represent an individual’s highest priorities and deeply held driving forces. Value statements are grounded in values and define how people want to behave with each other in the organization. They are statements about how the organization will value customers, suppliers, and the internal community. Value statements describe actions that are the living enactment of the fundamental values held by most individuals within the organization. Values exist in every workplace. Your organization’s culture is partially the outward demonstration of the values currently existing in your workplace. The question you need to ask is whether these existing values are creating the workplace you desire. ==========================================================
Examples of Workplace Values
These were developed by several of my clients. A Human Resources Development office chose: • Integrity • Belonging/Caring
• Helping/Contributing • Inner Harmony, Peace of Mind
• Personal Growth, Learning, and Self-Actualization • Achievement /Accomplishment • Financial Stability • Fun *Integrity *Compassion *Accountability *Respect *Excellence
The following are examples of values. You might use these as the starting point for discussing values within your organization. ambition, competency, individuality, equality, integrity, service, responsibility, accuracy, respect, dedication, diversity, improvement, enjoyment/fun, loyalty, credibility, honesty, innovativeness, teamwork, excellence, accountability, empowerment, quality, efficiency, dignity, collaboration, stewardship, empathy, accomplishment, courage, wisdom, independence, security, challenge, influence, learning, compassion, friendliness, discipline/order, generosity, persistency,optimism, dependability, flexibility =======================================================================
Why Values, What Values? "Our people are our most important asset." You’ve heard these words many times, if you work in an organization. Yet how many organizations act as if they really believe these words? Not many. These words are the clear expression of a value, and values are visible through the actions people take, not their talk. Values form the foundation for everything that happens in your workplace. If you are the founder of an organization, your values permeate the workplace. You naturally hire people who share your values. Whatever you value, will largely govern the actions of your workforce. Sample Workplace Value-based Actions
If you value integrity and you experience a quality problem in your manufacturing process, you honestly inform your customer of the exact nature of the problem. You discuss your actions to eliminate the problem, and the anticipated delivery time the customer can expect. If integrity is not a fundamental value, you may make excuses and mislead the customer. If you value and care about the people in your organization, you will pay for health insurance, dental insurance, retirement accounts and provide regular raises and bonuses for dedicated staff. If you value equality and a sense of family, you will wipe out the physical trappings of power, status, and inequality such as executive parking places and offices that grow larger by a foot with every promotion. Whatever You Value Is What You Live in Your Organization
You know, as an individual, what you personally value. However, most of you work in organizations that have already operated for many years. The values, and the subsequent culture created by those values, are in place, for better or worse.
If you are generally happy with your work environment, you undoubtedly selected an organization with values congruent with your own. If you're not, watch for the disconnects between what you value and the actions of people in your organization. As an HR professional, you will want to influence your larger organization to identify its core values, and make them the foundation for its interactions with employees, customers, and suppliers. Minimally, you will want to work within your own HR organization to identify a strategic framework for serving your customers that is firmly value-based. Strategic Framework
Every organization has a vision or picture of what it desires for its future, whether foggy or crystal clear. The current mission of the organization or the purpose for its existence is also understood in general terms. The values members of the organization manifest in daily decision making, and the norms or relationship guidelines which informally define how people interact with each other and customers, are also visible. But are these usually vague and unspoken understandings enough to fuel your long term success? I don’t think so. Every organization has a choice. You can allow these fundamental underpinnings of your organization to develop on their own with each individual acting in a self-defined vacuum. Or, you can invest the time to proactively define them to best serve members of the organization and its customers. Many successful organizations agree upon and articulate their vision, mission or purpose, values, and strategies so all organization members can enroll in and own their achievement. ===========================================================
If you want the values you identify to have an impact, the following must occur. • People demonstrate and model the values in action in their personal work behaviors, decision making, contribution, and interpersonal interaction. • Organizational values help each person establish priorities in their daily work life.
• Values guide every decision that is made once the organization has cooperatively created the values and the value statements.
• Rewards and recognition within the organization are structured to recognize those people whose work embodies the values the organization embraced.
• Organizational goals are grounded in the identified values.
• Adoption of the values and the behaviors that result is recognized in regular performance feedback.
• People hire and promote individuals whose outlook and actions are congruent with the values.
• Only the active participation of all members of the organization will ensure a truly organization-wide, value-based, shared culture.
====================================================================
FOR EVALUATING VALUES, THERE IS NO DIRECT METHOD BUT BY THE OUTCOMES ONLY.
1.CONDUCT A BUSINESS AUDIT, WHICH INCLUDE
-vision/ mission/objectives/strategies etc.
which should highlight values in it.
2.CONDUCT EMPLOYEE SATISFACTION SURVEY
which would reveal employees practices/ expectations/dissatisfaction.
3. MAKE AN OBSERVATION SURVEY OF THE IMPACT
OF VALUES ON
-recruitment/selection
-customer service
-sales results
-promotions
etc etc =================================
=========================================
====================================
===========================================================
The Strategic Planning Framework for Vision, Mission, Values Want the background about why values are important in an organization? Values are traits or qualities that are considered worthwhile; they represent an individual’s highest priorities and deeply held driving forces. Value statements are grounded in values and define how people want to behave with each other in the organization. They are statements about how the organization will value customers, suppliers, and the internal community. Value statements describe actions that are the living enactment of the fundamental values held by most individuals within the organization. Vision is a statement about what the organization wants to become
The vision should resonate with all members of the organization and help them feel proud, excited, and part of something much bigger than themselves. A vision should stretch the organization’s capabilities and image of itself. It gives shape and direction to the organization’s future. Mission/Purpose is a precise description of what an organization does. It should describe the business the organization is in. It is a definition of "why" the organization exists currently. Each member of an organization should be able to verbally express this mission. Strategies are the broadly defined four or five key approaches the organization will use to accomplish its mission and drive toward the vision. Goals and action plans usually flow from each strategy. 1.One example of a strategy is employee empowerment and teams. 2.Another is to pursue a new worldwide market in Asia. 3.Another is to streamline your current distribution system using lean management principles. What are Values? XXX
The following are examples of values. You might use these as the starting point for discussing values within your organization. ambition, competency, individuality, equality, integrity, service, responsibility, accuracy, respect, dedication, diversity, improvement, enjoyment/fun, loyalty, credibility, honesty, innovativeness, teamwork, excellence, accountability, empowerment, quality, efficiency, dignity, collaboration, stewardship, empathy, accomplishment, courage, wisdom, independence, security, challenge, influence, learning, compassion, friendliness, discipline/order, generosity, persistency,optimism, dependability, flexibility XXX Why Identify and Establish Values?
Effective organizations identify and develop a clear, concise and shared meaning of values/beliefs, priorities, and direction so that everyone understands and can contribute. Once defined, values impact every aspect of your organization. You must support and nurture this impact or identifying values will have been a wasted exercise. People will feel fooled and misled unless they see the impact of the exercise within your organization. If you want the values you identify to have an impact, the following must occur. • People demonstrate and model the values in action in their personal work behaviors, decision making, contribution, and interpersonal interaction. • Organizational values help each person establish priorities in their daily work life.
• Values guide every decision that is made once the organization has cooperatively created the values and the value statements.
• Rewards and recognition within the organization are structured to recognize those people whose work embodies the values the organization embraced.
• Organizational goals are grounded in the identified values.
• Adoption of the values and the behaviors that result is recognized in regular performance feedback.
• People hire and promote individuals whose outlook and actions are congruent with the values.
• Only the active participation of all members of the organization will ensure a truly organization-wide, value-based, shared culture.
==========================================================================
THE ORGANIZATION, I AM REFERRING TO.
Begin Your Values Alignment Process Values exist in every workplace. Your organization’s culture is partially the outward demonstration of the values currently existing in your workplace. The question you need to ask is whether these existing values are creating the workplace you desire. XXX
Do these values promote a culture of extraordinary customer care by happy, motivated, productive people? If not, you will want to: • identify the values that currently exist in your workplace;
• determine if these are the right values for your workplace; and
• change the actions and behaviors by which the values are demonstrated, if necessary.
To really make a difference in your organization, you need to do all three.
"Within the organizations I have had the opportunity to serve, the core values were communicated by actions mostly - in the ways in which business is conducted on a day-to-day basis, and not so much in words directly spoken or written. "I am a strong advocate of demonstrated values more than written or spoken - actions speak louder, but also believe that written values that reinforce and support specific actions, and specific actions that reinforce and support written values, make a powerful combination that far exceeds one or the other by itself. If it is written down and demonstrated in action, we can really hold our feet to the fire when we need to." Values Development Process
Steps in a Values Identification Process
To identify organization values, bring together your executive group to: • learn about and discuss the power of shared values; • obtain consensus that these leaders are committed to creating a value-based workplace; • define the role of the executives in leading this process; and • provide written material the executives can share with their reporting staff.
In one of my client organizations, that recently completed this process, the Team Culture and Training Team, a cross-functional group of employees from every level of the organization, asked the executive group to initiate and lead this process. Where possible, acting on a desire for change that is percolating from all corners of an organization, is a powerful assurance of success. Design and schedule a series of values alignment sessions in which all members of the organization will participate. Schedule each member of the organization to attend a three-four hour session.(If your group is small, it is most effective for all members to meet in one session together.) These sessions are most effective when led by a trained facilitator. This allows each member of your organization to fully participate in the process. Alternatively, train internal facilitators who lead one session, and participate in another. Prior to the values identification and alignment sessions, 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. • Promote the rationale for, need for, and desired organizational impact of the process. • Make certain your reporting staff members understand the importance of their participation in the process. • Assure that every member of your reporting group is signed up for and attends a session. •
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