organizational behavior

1. Assignment : Submitted To :
ORGANIZATIONAL BEHAVIOR Dr. Sajjad Ahmad
Submitted By : Class :
Samina Khan BBA (B)
082

2. Values:
Value has been taken to mean moral ideas, general conceptions or
orientations towards the world or sometimes simply interests, attitudes,
preferences, needs, sentiments and disposition.
Values defined in Organizational Behavior as the collective conceptions of what
is considered good, desirable, and proper or bad, undesirable, and improper in a
culture. Some common business values are fairness, innovations and community
involvement.
According to M. Haralambos, “A value is a belief that something is good and
desirable”.
According to R.K. Mukherjee, “Values are socially approved desires and goals
that are internalized through the process of conditioning, learning or socialization
and that become subjective preferences, standards, and aspirations”.
What are Cultural Values?
Webster‟s Dictionary says... • cul·ture (klchr) n. – The totality of socially
transmitted behavior patterns, arts, beliefs, institutions, and all other products of
human work and thought. – Thes e patterns, traits, and products considered as the
expression of a particular community, period, class, or population: Edwardian
culture; Japanese cultur e; the culture of poverty. – T h e predominating attitudes
and behavior that characterize the functioning of a group or organization.

3. Compare and Contrast Pakistani Culture with three other nations
according to Hofstede's Grid
PAKISTAN:
If we explore Pakistani culture through the lens of the 6-D Model©, we can
get a good overview of the deep drivers of Pakistani culture relative to other world
cultures.
POWER DISTANCE
This dimension deals with the fact that all individuals in societies are not
equal – it expresses the attitude of the culture towards these inequalities amongst
us. Power Distance is defined as the extent to which the less powerful members of

4. institutions and organizations within a country expect and accept that power is
distributed unequally.
With an intermediate score of 55, it is not possible to determine a preference for
Pakistan in this dimension.
INDIVIDUALISM
The fundamental issue addressed by this dimension is the degree of
interdependence a society maintains among its members. It has to do with whether
people´s self-image is defined in terms of “I” or “We”. In Individualist societies
people are supposed to look after themselves and their direct family only. In
Collectivist societies people belong to „in groups‟ that take care of them in
exchange for loyalty.
Pakistan, with a very low score of 14, is considered a collectivistic society. This is
manifest in a close long-term commitment to the member „group‟, be that a family,
extended family, or extended relationships. Loyalty in a collectivist culture is
paramount, and over-rides most other societal rules and regulations. The society
fosters strong relationships where everyone takes responsibility for fellow
members of their group. In collectivist societies offence leads to shame and loss of
face, employer/employee relationships are perceived in moral terms (like a family
link), hiring and promotion decisions take account of the employee‟s in-group,
management is the management of groups.
MASCULINITY
A high score (Masculine) on this dimension indicates that the society will
be driven by competition, achievement and success, with success being defined by

5. the winner / best in field – a value system that starts in school and continues
throughout organisational life.
A low score (Feminine) on the dimension means that the dominant values in
society are caring for others and quality of life. A Feminine society is one where
quality of life is the sign of success and standing out from the crowd is not
admirable. The fundamental issue here is what motivates people, wanting to be the
best (Masculine) or liking what you do (Feminine).
Pakistan scores 50 on this dimension, and as this is an exactly intermediate score it
cannot be said if Pakistan has a preference to Masculinity of femininity.
UNCERTAINTY AVOIDANCE
The dimension Uncertainty Avoidance has to do with the way that a society
deals with the fact that the future can never be known: should we try to control the
future or just let it happen? This ambiguity brings with it anxiety and different
cultures have learnt to deal with this anxiety in different ways. The extent to which
the members of a culture feel threatened by ambiguous or unknown situations and
have created beliefs and institutions that try to avoid these is reflected in the UAI
score.
Pakistan scores 70 on this dimension and thus has a high preference for avoiding
uncertainty. Countries exhibiting high Uncertainty Avoidance maintain rigid codes
of belief and behaviour and are intolerant of unorthodox behaviour and ideas. In
these cultures there is an emotional need for rules (even if the rules never seem to
work) time is money, people have an inner urge to be busy and work hard,

6. precision and punctuality are the norm, innovation may be resisted, security is an
important element in individual motivation.
LONG TERM ORIENTATION
This dimension describes how every society has to maintain some links with
its own past while dealing with the challenges of the present and future, and
societies prioritise these two existential goals differently. Normative societies.
which score low on this dimension, for example, prefer to maintain time-honoured
traditions and norms while viewing societal change with suspicion. Those with a
culture which scores high, on the other hand, take a more pragmatic approach: they
encourage thrift and efforts in modern education as a way to prepare for the future.
With an intermediate score of 50, the culture of Pakistan cannot be said to indicate
a preference.
INDULGENCE
One challenge that confronts humanity, now and in the past, is the degree to
which small children are socialized. Without socialization we do not become
“human”. This dimension is defined as the extent to which people try to control
their desires and impulses, based on the way they were raised. Relatively weak
control is called “Indulgence” and relatively strong control is called “Restraint”.
Cultures can, therefore, be described as Indulgent or Restrained.
Pakistan, with an extremely low score of 0 on this dimension, can be said to be a
very Restrained society. Societies with a low score in this dimension have a
tendency to cynicism and pessimism. Also, in contrast to Indulgent societies,
Restrained societies do not put much emphasis on leisure time and control the

7. gratification of their desires. People with this orientation have the perception that
their actions are Restrained by social norms and feel that indulging themselves is
somewhat wrong.
AUSTRALIA
If we explore the Australian culture through the lens of the 6-D Model©, we
can get a good overview of the deep drivers of Australian culture relative to other
world cultures.
POWER DISTANCE
This dimension deals with the fact that all individuals in societies are not
equal – it expresses the attitude of the culture towards these inequalities amongst
us. Power Distance is defined as the extent to which the less powerful members of
institutions and organisations within a country expect and accept that power is
distributed unequally. It has to do with the fact that a society‟s inequality is
endorsed by the followers as much as by the leaders.
Australia scores low on this dimension (36). Within Australian organizations,
hierarchy is established for convenience, superiors are always accessible and
managers rely on individual employees and teams for their expertise. Both
managers and employees expect to be consulted and information is shared
frequently. At the same time, communication is informal, direct and participative.
INDIVIDUALISM
The fundamental issue addressed by this dimension is the degree of
interdependence a society maintains among its members. It has to do with whether

8. people´s self-image is defined in terms of “I” or “We”. In Individualist societies
people are supposed to look after themselves and their direct family only. In
Collectivist societies people belong to „in groups‟ that take care of them in
exchange for loyalty.
Australia, with a score of 90 on this dimension, is a highly Individualist culture.
This translates into a loosely-knit society in which the expectation is that people
look after themselves and their immediate families. In the business world,
employees are expected to be self-reliant and display initiative. Also, within the
exchange-based world of work, hiring and promotion decisions are based on merit
or evidence of what one has done or can do.
MASCULINITY
A high score (Masculine) on this dimension indicates that the society will
be driven by competition, achievement and success, with success being defined by
the “winner” or “best-in-the-field.” This value system starts in school and
continues throughout one‟s life – both in work and leisure pursuits.
A low score (Feminine) on the dimension means that the dominant values in
society are caring for others and quality of life. A Feminine society is one where
quality of life is the sign of success and standing out from the crowd is not
admirable. The fundamental issue here is what motivates people, wanting to be the
best (Masculine) or liking what you do (Feminine).
Australia scores 61 on this dimension and is considered a “Masculine” society.
Behavior in school, work, and play are based on the shared values that people
should “strive to be the best they can be” and that “the winner takes all”.

9. Australians are proud of their successes and achievements in life, and it offers a
basis for hiring and promotion decisions in the workplace. Conflicts are resolved at
the individual level and the goal is to win.
UNCERTAINTY AVOIDANCE
The dimension Uncertainty Avoidance has to do with the way that a society
deals with the fact that the future can never be known: should we try to control the
future or just let it happen? This ambiguity brings with it anxiety and different
cultures have learnt to deal with this anxiety in different ways. The extent to which
the members of a culture feel threatened by ambiguous or unknown situations and
have created beliefs and institutions that try to avoid these is reflected in the score
on Uncertainty Avoidance.
Australia scores a very intermediate 51 on this dimension.
LONG TERM ORIENTATION
This dimension describes how every society has to maintain some links with its
own past while dealing with the challenges of the present and future, and societies
prioritise these two existential goals differently. Normative societies. which score
low on this dimension, for example, prefer to maintain time-honoured traditions
and norms while viewing societal change with suspicion. Those with a culture
which scores high, on the other hand, take a more pragmatic approach: they
encourage thrift and efforts in modern education as a way to prepare for the future.
Australia scores 21 on this dimension and therefore has a normative culture.
People in such societies have a strong concern with establishing the absolute Truth;
they are normative in their thinking. They exhibit great respect for traditions, a

10. relatively small propensity to save for the future, and a focus on achieving quick
results.
INDULGENCE
One challenge that confronts humanity, now and in the past, is the degree to
which small children are socialized. Without socialization we do not become
“human”. This dimension is defined as the extent to which people try to control
their desires and impulses, based on the way they were raised. Relatively weak
control is called “Indulgence” and relatively strong control is called “Restraint”.
Cultures can, therefore, be described as Indulgent or Restrained.
With a high score of 71, Australia is an Indulgent country. People in societies
classified by a high score in Indulgence generally exhibit a willingness to realise
their impulses and desires with regard to enjoying life and having fun. They
possess a positive attitude and have a tendency towards optimism. In addition, they
place a higher degree of importance on leisure time, act as they please and spend
money as they wish.
GERMANY
To compare your personal preferences to the scores of a country of your
choice, get the Culture Compass™ from our store.
If we explore the German culture through the lens of the 6-D Model©, we can get
a good overview of the deep drivers of German culture relative to other world
cultures.

11. POWER DISTANCE
This dimension deals with the fact that all individuals in societies are not
equal – it expresses the attitude of the culture towards these inequalities amongst
us. Power Distance is defined as the extent to which the less powerful members of
institutions and organisations within a country expect and accept that power is
distributed unequally.
Highly decentralised and supported by a strong middle class, Germany is not
surprisingly among the lower power distant countries (score 35). Co-determination
rights are comparatively extensive and have to be taken into account by the
management. A direct and participative communication and meeting style is
common, control is disliked and leadership is challenged to show expertise and
best accepted when it‟s based on it.
INDIVIDUALISM
The fundamental issue addressed by this dimension is the degree of
interdependence a society maintains among its members. It has to do with whether
people´s self-image is defined in terms of “I” or “We”. In Individualist societies
people are supposed to look after themselves and their direct family only. In
Collectivist societies people belong to „in groups‟ that take care of them in
exchange for loyalty.
The German society is a truly Individualist one (67). Small families with a focus
on the parent-children relationship rather than aunts and uncles are most common.
There is a strong belief in the ideal of self-actualization. Loyalty is based on
personal preferences for people as well as a sense of duty and responsibility. This

12. is defined by the contract between the employer and the employee.
Communication is among the most direct in the world following the ideal to be
“honest, even if it hurts” – and by this giving the counterpart a fair chance to learn
from mistakes.
MASCULINITY
A high score (Masculine) on this dimension indicates that the society will
be driven by competition, achievement and success, with success being defined by
the winner / best in field – a value system that starts in school and continues
throughout organisational life.
A low score (Feminine) on the dimension means that the dominant values in
society are caring for others and quality of life. A Feminine society is one where
quality of life is the sign of success and standing out from the crowd is not
admirable. The fundamental issue here is what motivates people, wanting to be the
best (Masculine) or liking what you do (Feminine).
With a score of 66 Germany is considered a Masculine society. Performance is
highly valued and early required as the school system separates children into
different types of schools at the age of ten. People rather “live in order to work”
and draw a lot of self-esteem from their tasks. Managers are expected to be
decisive and assertive. Status is often shown, especially by cars, watches and
technical devices.
UNCERTAINTY AVOIDANCE
The dimension Uncertainty Avoidance has to do with the way that a society
deals with the fact that the future can never be known: should we try to control the

13. future or just let it happen? This ambiguity brings with it anxiety and different
cultures have learnt to deal with this anxiety in different ways. The extent to which
the members of a culture feel threatened by ambiguous or unknown situations and
have created beliefs and institutions that try to avoid these is reflected in the score
on Uncertainty Avoidance.
Germany is among the uncertainty avoidant countries (65); the score is on the
high end, so there is a slight preference for Uncertainty Avoidance. In line with the
philosophical heritage of Kant, Hegel and Fichte there is a strong preference for
deductive rather than inductive approaches, be it in thinking, presenting or
planning: the systematic overview has to be given in order to proceed. This is also
reflected by the law system. Details are equally important to create certainty that a
certain topic or project is well-thought-out. In combination with their low Power
Distance, where the certainty for own decisions is not covered by the larger
responsibility of the boss, Germans prefer to compensate for their higher
uncertainty by strongly relying on expertise.
LONG TERM ORIENTATION
This dimension describes how every society has to maintain some links with
its own past while dealing with the challenges of the present and future, and
societies prioritise these two existential goals differently. Normative societies.
which score low on this dimension, for example, prefer to maintain time-honoured
traditions and norms while viewing societal change with suspicion. Those with a
culture which scores high, on the other hand, take a more pragmatic approach: they
encourage thrift and efforts in modern education as a way to prepare for the future.

14. Germany‟s high score of 83 indicates that it is a pragmatic country. In societies
with a pragmatic orientation, people believe that truth depends very much on
situation, context and time. They show an ability to adapt traditions easily to
changed conditions, a strong propensity to save and invest, thriftiness, and
perseverance in achieving results.
INDULGENCE
One challenge that confronts humanity, now and in the past, is the degree to
which small children are socialized. Without socialization we do not become
“human”. This dimension is defined as the extent to which people try to control
their desires and impulses, based on the way they were raised. Relatively weak
control is called “Indulgence” and relatively strong control is called “Restraint”.
Cultures can, therefore, be described as Indulgent or Restrained.
The low score of 40 on this dimension indicates that the German culture is
Restrained in nature. Societies with a low score in this dimension have a tendency
to cynicism and pessimism. Also, in contrast to Indulgent societies, Restrained
societies do not put much emphasis on leisure time and control the gratification of
their desires. People with this orientation have the perception that their actions are
Restrained by social norms and feel that indulging themselves is somewhat wrong.
SWITZERLAND
If we explore the Swiss culture through the lens of the 6-D Model©, we can
get a good overview of the deep drivers of Swiss culture relative to other world
cultures. It is important to note that the French and German parts of Switzerland
can have widely different scores, as can the Italian canton.

15. POWER DISTANCE
This dimension deals with the fact that all individuals in societies are not
equal – it expresses the attitude of the culture towards these inequalities amongst
us. Power Distance is defined as the extent to which the less powerful members of
institutions and organisations within a country expect and accept that power is
distributed unequally.
At 34, Switzerland sits in the lower rankings of PDI – i.e. a society that believes
that inequalities amongst people should be minimized. This means that the
following characterizes the German Swiss style: Being independent, hierarchy for
convenience only, equal rights, superiors accessible, coaching leader, management
facilitates and empowers. Power is decentralized and managers count on the
experience of their team members. Employees expect to be consulted. Control is
disliked and attitude towards managers are informal and on first name basis.
Communication is direct and participative.
On this dimension, there is a vast difference with the French speaking part of
Switzerland, which scores higher in PDI (very similar to France), which means that
people accept a hierarchical order in which everybody has a place and which needs
no further justification. Hierarchy in an organisation is seen as reflecting inherent
inequalities, centralization is popular, subordinates expect to be told what to do and
the ideal boss is a benevolent autocrat. Challenges to the leadership are not well-
received.
INDIVIDUALISM

16. The fundamental issue addressed by this dimension is the degree of
interdependence a society maintains among its members. It has to do with whether
people´s self-image is defined in terms of “I” or “We”. In Individualist societies
people are supposed to look after themselves and their direct family only. In
Collectivist societies people belong to „in groups‟ that take care of them in
exchange for loyalty.
Both German and French speaking Switzerland score relatively high on this
dimension, giving Switzerland a score of 68, and it is therefore considered an
Individualist society. This means there is a high preference for a loosely-knit social
framework in which individuals are expected to take care of themselves and their
immediate families only. In Individualist societies offence causes guilt and a loss
of self-esteem, the employer/employee relationship is a contract based on mutual
advantage, hiring and promotion decisions are supposed to be based on merit only,
management is the management of individuals.
MASCULINITY
A high score (Masculine) on this dimension indicates that the society will be
driven by competition, achievement and success, with success being defined by the
winner/best in field – a value system that starts in school and continues throughout
organisational life.
A low score (Feminine) on the dimension means that the dominant values in
society are caring for others and quality of life. A Feminine society is one where
quality of life is the sign of success and standing out from the crowd is not
admirable. The fundamental issue here is what motivates people, wanting to be the
best (Masculine) or liking what you do (Feminine).

17. Switzerland scores 70 in this dimension, with both rankings for German
speaking Switzerland and the French speaking of the country indicating a
Masculine society – highly success oriented and driven, albeit that in the German
speaking part the impact is much more noticeable. In Masculine countries, people
“live in order to work”, managers are expected to be decisive, and the emphasis is
on equity, competition and performance. Conflicts are resolved by fighting them
out.
UNCERTAINTY AVOIDANCE
The dimension Uncertainty Avoidance has to do with the way that a society
deals with the fact that the future can never be known: should we try to control the
future or just let it happen? This ambiguity brings with it anxiety and different
cultures have learnt to deal with this anxiety in different ways. The extent to which
the members of a culture feel threatened by ambiguous or unknown situations and
have created beliefs and institutions that try to avoid these is reflected in the score
on Uncertainty Avoidance.
Switzerland scores 58 in UAI, perhaps reflecting the difference between the
French and German parts. French speaking Switzerland has a strong preference for
avoiding uncertainty while German speaking Switzerland scores lower. Countries
exhibiting high Uncertainty Avoidance maintain rigid codes of belief and
behaviour and are intolerant of unorthodox behaviour and ideas. In these cultures
there is an emotional need for rules (even if the rules never seem to work) time is
money, people have an inner urge to be busy and work hard, precision and
punctuality are the norm, innovation may be resisted, security is an important
element in individual motivation. Decisions are taken after careful analysis of all
available information.

18. LONG TERM ORIENTATION
This dimension describes how every society has to maintain some links with
its own past while dealing with the challenges of the present and future, and
societies prioritise these two existential goals differently. Normative societies.
which score low on this dimension, for example, prefer to maintain time-honoured
traditions and norms while viewing societal change with suspicion. Those with a
culture which scores high, on the other hand, take a more pragmatic approach: they
encourage thrift and efforts in modern education as a way to prepare for the future.
With a high score of 74, Swiss culture is definitely pragmatic. In societies with a
pragmatic orientation, people believe that truth depends very much on situation,
context and time. They show an ability to adapt traditions easily to changed
conditions, a strong propensity to save and invest. thriftiness and perseverance in
achieving results.
INDULGENCE
One challenge that confronts humanity, now and in the past, is the degree to
which small children are socialized. Without socialization we do not become
“human”. This dimension is defined as the extent to which people try to control
their desires and impulses, based on the way they were raised. Relatively weak
control is called “Indulgence” and relatively strong control is called “Restraint”.
Cultures can, therefore, be described as Indulgent or Restrained.
Switzerland scores high in this dimension, its score of 66 indicates that the culture
is one of Indulgence. People in societies classified by a high score in Indulgence

19. generally exhibit a willingness to realise their impulses and desires with regard to
enjoying life and having fun. They possess a positive attitude and have a tendency
towards optimism. In addition, they place a higher degree of importance on leisure
time, act as they please and spend money as they wish.
Conclusion:
Values help to guide our behavior. It decides what we think as for right,
wrong, good, or unjust.
Values are more or less permanent in nature. They represent a single belief that,
guides actions and judgment across objects and situations. They derived from
social and cultural mores