2. Session Outline
•Learning objectives
•Introduction
•Definition of terms
•Importance of work values, ethics and corporate
culture
•Factors that impact negatively on work values,
ethics and corporate culture.
•Developing appropriate work values, ethics and
corporate culture
•Conclusion
3. Learning Objectives
At the end of the session, participants should be able
to:
define the concepts of work values, ethics and
corporate culture;
explain the importance of these concepts;
mention factors that impact negatively on work
values, ethics and corporate culture; and
list ways of developing appropriate work values,
ethics and corporate culture in our organizations.
4. Introduction
The need for appropriate work values, ethics and
corporate culture cannot be over-emphasised
The leadership/management style determine and
sustain work values, ethics, and corporate culture
Appropriate work values guides your standards
(ethics) and determines your corporate culture
Work values, ethics and corporate culture is crucial
to organisational performance
5. Definition of Terms:
Synonyms of the word, ‘Appropriate’:
suitable,
befitting,
proper,
well-timed,
practical,
workable,
good ,
applicable…
7. WORK VALUES
the worth, importance or
usefulness of something to
somebody
are beliefs and practices you
consider important
are passed down from
generation to generation
govern what people do, how
they do them , why they do them
and their efforts
can aid or impede individual
and organisational growth
become our way of life
(culture) overtime
8. Personal work values
Integrity
Loyalty to your team / boss / organisation / profession
Diligence
Maximising profits and minimising losses for your
company (simply by doing your tasks / job perfectly)
Working as a team with your colleagues for the progress
of the company regardless of your differences
Excellent customer service
11. The meaning of Ethics ...
moral guidelines for the conduct of affairs in a family,
community, organisation and profession
morals of your industry
morally good or bad, right or wrong
involves ordinary decency/civility
includes integrity, honesty, fairness, dependability,
inter-personal skills
has its roots in our cultural values, belief systems,
norms, nuances
ethics can take the form of laws whereby violation of
ethics are punished
12. Importance of Work Ethics
Required for predictable behaviour,
good communication for building relationships
ensures good conduct in the society
absence of ethics leads to disorderliness, chaos and
anarchy
many professional bodies provide members with a
code of conduct and ethics
violation of ethics attracts strong sanctions and
discipline
14. Appropriate Work Ethics
Allegiance to authority
Office etiquette
Team spirit
Confidentiality and tact
Proper dress sense
Excellent interpersonal relationship
Emotional maturity/control . . . . . .
15. WORK ETHICS ....
everything starts and ends with
leadership – ‘trickle down’ effect
leaders (managers, supervisors,
coaches etc) set the standards for
their staff/subordinates/team
your attitude as a superior rubs
off on your staff and they, in turn,
act the same way towards each other
and towards customers as well.
management need to act in
consonance with employee
expectation to foster commonality of
purpose
the boss determines the speed of
the team!
16. CORPORATE CULTURE
“How we do things around here”
...... Our shared beliefs, attitudes,
norms, behaviours, practices, dressing,
language (spoken and unspoken) systems,
processes etc.
17. What is Corporate Culture?
collective behaviour of people with common corporate vision,
goals, shared beliefs, habits, working language . . . .
a blend of values, taboos, symbols, routine activities a company
develop over time
philosophy, behaviour, dress code, colour codes, attitudes that
constitute the unique style and policies of a company
the personality of an organisation, the prevailing atmosphere
visible by the way work gets done daily
organisational character evident through the
actions/inactions/reactions of the staff and company practices
19. Benefits of Corporate Culture
provides an efficient working environment
essential to create mutually respectable relationships
helps day-to-day simple and important action
guides peoples’ behaviour within an organisation
assists you in decision making whenever the need arises
gives you an edge in solving problems bordering on ethics, values,
corporate culture and diversity
helps to shape and prepare employees for future responsibilities /
challenges
20. Class Activity
Let’s break into
groups . . .
Critically
analyse the case
study and
highlight salient
points.
21. CASE STUDY
Tauluus, a healthcare Manager, seems to have it all: an MBA degree, unstoppable energy, charisma,
and a razor-sharp wit. Considering these raw ingredients of success, Tauluus should be a star. In
reality, however, personnel turnover in his department is high, and morale is low. His career
seems to be falling apart before his eyes. Why? The reason is simple: Tauluus has a high IQ, but his *EI,
or emotional intelligence, is sorely lacking. He hurts others with ‘joking’ remarks, reacts badly to
criticism, and becomes impatient when his employees bring issues to his attention. All the energy and
advanced degrees in the world cannot overshadow these glaring weaknesses. Maybe Tauluus will get a
clue soon and begin shoring up his EI, but until then, he is destined to ‘lead’ a crippled team or no
team at all.
Class Activity:
Point out to Tauluus, three (3) ways he can shore up (strengthen) his Emotional Quotient.
Highlight five (5) dangers of low E.Q in the workplace and suggest preventive and curative
measures.
Thank you!
* E.Q meaning Emotional Quotient - the amount, quality and level of emotional intelligence. The
ability to monitor/control your emotions and that of others’.
* I.Q meaning Intelligent Quotient - a measure of a person's intelligence as indicated by an intelligence
test; it is the ratio of a person's mental age to their chronological age (multiplied by 100).
Emotion:
A natural instinctive state of mind deriving from one's circumstances, mood, or relationships
with others.
Feelings that characterize such a state of mind are joy, anger, love, hate, fear, horror, etc.
22. Resistance to Corporate Culture
Ignorance on the part of staff,
Poor communication style
Leadership style
Inadequate / inappropriate training on work values, ethics and
corporate culture
Lack of comprehensive orientation/ induction programmes
Dictatorial approach to initiating change
Resentment on the part of the workforce
23. The Way Forward...
Comprehensive induction and orientation training programme
Periodic education in form of web-based trainings, classroom, understudying
superiors, workshop, seminars, role - plays and so on.
Videos/dramas are most suitable because of its direct emotional appeal.
An easy-to-read staff hand-book (guidebook) may be provided. Organisations’
corporate culture is expressed in its mission and vision statement.
Motivate staff to abide by the company’s code of conduct and inform them of
sanctions, and punishment where applicable.
Educate staff with necessary skills on how to handle ethical dilemmas.
Management should institute structures that detect early signs of contempt
for the operational work values and ethics.
There should be a clear cut and widely understood procedure for handling
grievances.
24. FOOD for THOUGHT
“You don’t have to buy into the Corporate culture,
you don’t have to believe in it, all you have to do is
fit in…
You may question whether you want to fit in, but
if you want to get on and be successful in the
company / organisation / industry, you must be a
part of the corporate culture.”
- Richard Templar
“The Rules of Work’’
26. Conclusion
Work values, ethics and corporate culture defines
your organisation, - says more than words (branding)
Leadership / management style determine and
sustain work values, ethics and corporate culture
Work values, ethics and corporate culture can
make or mar organisational performance.
Personal values and ethics of staff must align with
the organisational values, ethics and corporate
culture.
27. References
For Further Study:
Armstrong, Michael (2000). A Handbook of Human
Resource Management Practice Kogan Page, Penton
Ville, London
Fajana, Sola (2002). An Introduction to Human
Resource Management Labofin, Akoka Lagos
Heller, R. (1998). Communicate Clearly. Dorling
Kindersley Limited, London.
Templar, R. (2003). The Rules of Work. Pearson
Education Limited. Edinburgh Gate.