The document discusses personal and organizational values, emphasizing the role of integrity and accountability in shaping ethical behavior and decision-making. It outlines how values are influenced by various factors such as family, peers, and experiences, while also detailing the importance of aligning core values with organizational practices for success. Additionally, it categorizes values as positive or negative, highlighting the need for evolving managerial values in response to changing environments.

1. VALUES –
PERSONAL &
ORGANIZATION
AL
DR. PEEYUSH VERMA

2. VALUE  INTEGRITY
ACOUNTABILITY
2

3.  A personal value is absolute or relative and
ethical value, the assumption of which can be
the basis for ethical action.
 A value system is a set of consistent values
and measures. A principle value is a
foundation upon which other values and
measures of integrity are based.
3

4. 4
 Constellation of likes, dislikes, view points, inner
inclinations, rational and irrational judgments,
prejudices and associated patterns that determine
a person’s view of the world.
 Basic conviction that a specific mode of conduct
or end-state of existence is personally or socially
preferable to an opposite or converse mode of
conduct or end-state of existence.
VALUE SYSTEM
An hierarchy based on a ranking of an
individual’s value in terms of their
intensity.

5. 5
 These serve five purposes-
 As standards of behavior
 Guidance for decision making and conflict
resolution
 Values impact our thoughts and actions
 Values serve as an influence on employee
motivation and influence perception.
 Values generally influence attitude and behavior
thus guiding actions.

6. 6
 Genetically- about 40%
 Environmental factors- culture, parents, friends,
teachers etc.
 Established in early years- on topics like
education, sex, politics etc..

7. 7
 Key Forces
1. Family influence
2. Peer influence
3. Experience
4. Values and Morals
5. Situational Factors
6. Institutions (church, school)
7. Media
8. Professional roles and models

8. 8
 Managerial Leadership values- These are
people’s belief regarding how they wish the
leaders of their organization to conduct
themselves ideally.
 Preferred Leadership Values-
 Honest, Competent
 Fair, Broad minded
 Dependable
 Supportive
 Forward looking

9. 9
Changing Managerial values-
The organization must be dynamic as it
operates in constantly changing
environment. As the needs of its
members change, managerial
philosophies and values must change.

10. 10
Away from--- Towards--
• A view of people - People basically
essentially bad. good.
• Negative value - Individuals as
evaluation of people human
beings.
• A view of individual - Individuals are
as fixed. being in
process.
• Resisting & fearing - Accepting &
individual differences. utilizing
differences
• Relate with job & distrust - Look at whole
person & trust.

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A set of values that should guide the thinking
and behaviour of people in any organization-
 TRUTH- Treat others with uncompromising truth.
 TRUST- Lavish trust on your associates.
 MENTORING- Mentor unselfishly.
 OPENNESS- Be receptive to new ideas.
 GIVING CREDIT- Give credit where it is due.
 RISK TAKING- Take personal risks for the good
of the organization.
 HONESTY- Be honest in all dealings.
Cont…

12. 12
 CARING- put the interest of others
before your own.
 SOCIAL CONSCIENCE
 RESPONSIBILITY & ACCOUNTABILITY

13. 13
A very important set of values for
business survival and growth-
 Righteousness (DHARMA)
 Public Good (LOKA SANGRAHA)
 Efficacy (KAUSHALAM)
 Innovation ( VIVIDHATA)
 Learning (JIGASA)
 Respect for individual & human dignity

14. 14
Where there is an alignment between
core values and common practices,
profitability will directly follow.
 Identifying core values
 Communicating core values
 Aligning values and practices

15. 15
 A powerful force affecting behaviour
 Contain judgmental element to decide what is
right or desirable.
 Content attribute decides that a mode of
conduct is important.
 Intensity attribute decides how important mode
of conduct is. Values are not fixed. They change
over time.
 Many values are relatively stable and enduring.
 Hierarchy of values.

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 Fundamental to understanding of
managing and organizational behaviour.
 Selection of missions, goals and
objectives.
 Lays foundation for the understanding of
attitudes, motivation and perceptions.

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 OLD VALUES- Hard work, conservative,
loyalty
 PRESENT VALUES- Job satisfaction,
leisure time, loyalty to relationships,
flexibility, success and achievement,
ambition, loyalty to career
Cont…

18. 18
 NEGATIVE VALUES- Anger, Meanness,
Arrogance, Crookedness, Greed, Lust
 POSITIVE VALUES- Integrity, Honesty,
Truthfulness, Kind heartedness, Humility,
Friendliness, Faith, Self Respect, Open-
minded, Creativity, Civil sense, Simplicity,
Forgiveness, Poise, Detachment