Downloaded 200 times
More Related Content
Values & attite
- 1. Values, Attitudes, and Their Effects in the Workplace Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc.
- 2. Values, Attitudes, andTheir Effects in the Workplace Questions for Consideration • What is the relationship between values and individual behaviour? • How do values differ across cultures? Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc.
- 3. Values • Values – Basic convictions about what is important to the individual – They contain a judgmental element of what is right, good, or desirable. • Content: what is important • Intensity: how important • Value System: a hierarchy based on a ranking of an individual’s values in terms of their intensity. Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc.
- 4. Values – Types of values • Terminal: Goals that individuals would like to achieve during their lifetime • Instrumental: Preferable ways of behaving – Importance of values • Values generally influence attitudes and behaviour. Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc.
- 5. Values vs. Ethics •Ethics – The science of morals in human conduct – Moral principles; rules of conduct • Ethical values are related to moral judgments about right and wrong Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc.
- 6. A Framework forAssessing Cultural Values • Hofstede’s Dimensions – Power Distance – Individualism Versus Collectivism – Quantity of Life Versus Quality of Life – Uncertainty Avoidance – Long-term versus Short-term OrientationExhibit 3-2 Examples of National Cultural ValuesFrancophone and Anglophone ValuesCanadian Aboriginal Values Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc.
- 7. Canadian and American Values • Canadian Values • American Values – Protectionist business – Greater faith in the environment family, the state, religion, – Personality: more shy and and the market deferential, less violent, – More comfortable with more courteous big business – More rule-oriented – Intense competition in – Peace, order, equality business – Uncomfortable – Individuality and freedom celebrating success, play it – More comfortable with down the unknown and taking risks Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc.
- 8. Canada, the USand Mexico • Canada and the US • Mexico – Lower power distance – Higher power distance – – Managers more autocratic More likely to tolerate and paternalistic abrasiveness and – Employees defer more to insensitivity by managers managers – Lower risk takers – Greater uncertainty – More individualistic avoidance – Less agreeable to – Managers are greater risk teamwork takers – Greater reliance on networks and relationships Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc.
- 9. East and SoutheastAsian Values • North America • East and Southeast Asia – Networked relations: – Guanxi relations: based on based on self-interest reciprocation – Relationships viewed with – Relationships meant to be immediate gains long-term and enduring – Enforcement relies on – Enforcement relies on institutional law personal power and authority – Governed by guilt – Governed by shame (external (internal pressures on pressures on performance) performance) Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc.
- 10. Attitudes • Positive ornegative feelings concerning objects, people, or events. • Less stable than values Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc.
- 11. Cognitive Dissonance • Anyincompatibility that an individual might perceive between two or more of his or her attitudes, or between his or her behaviour and attitudes. – Inconsistency is uncomfortable – Individuals will attempt to reduce the dissonance and, hence, the discomfort Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc.
- 12. Summary and Implications •Values strongly influence a person’s attitudes. • An employee’s performance and satisfaction are likely to be higher if his or her values fit well with the organization. • Managers should be interested in their employees’ attitudes because attitudes give warning signs of potential problems and because they influence behaviour. • Managers should also be aware that employees will try to reduce cognitive dissonance. Chapter 3, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright © 2003 Pearson Education Canada Inc.
Editor's Notes
- #4 Material pertinent to this discussion is found on pages 82. Values represent basic convictions 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." Values have both content and intensity attributes. The content attribute specifies that the mode of conduct is important, and the intensity attribute specifies how important it is. Values lay the foundation for the understanding of attitudes and motivation as well as influencing our perceptions. Values can cloud objectivity and rationality. Values generally influence attitudes and behaviour.
- #5 This material is found on page 82.
- #6 This material is found on page 82.
- #7 Material pertinent to this discussion is found on pages 84-85. Power distance . The degree to which people in a country accept that power in institutions and organizations is distributed unequally. Ranges from relatively equal (low power distance) to extremely unequal (high power distance). Individualism versus collectivism . Individualism is the degree to which people in a country prefer to act as individuals rather than as members of groups. Collectivism is the equivalent of low individualism. Quantity of life versus quality of life . Quantity of life is the degree to which values like assertiveness, the acquisition of money and material goods, and competition prevail. Quality of life is the degree to which people value relationships, and show sensitivity and concern for the welfare of others. Uncertainty avoidance . The degree to which people in a country prefer structured over unstructured situations. In countries that score high on uncertainty avoidance, people have an increased level of anxiety, which manifests itself in greater nervousness, stress, and aggressiveness. Long-term versus short-term orientation . People in cultures with long-term orientations look to the future and value thrift and persistence. A short-term orientation values the past and present, and emphasizes respect for tradition and fulfilling social obligations.
- #8 Material pertinent to this discussion is found on pages 90-91. There are enough differences in Canadian and American values to suggest that workplaces in the two countries will be look and operate a bit differently. Canadians may be more suited to the teams that many organizations are creating, more willing to work together than be individual stars. They may follow the directives of their managers more, even as the learning organization suggests that both employees and managers need to take more responsibility to learn and share information. An awareness of these values may provide understanding of some of the differences observed in Canadian and American businesses.
- #9 Material pertinent to this discussion is found on pages 89-91. Mexico has a higher power distance than either Canada or the United States. However, while the Mexican managerial style is characterized as autocratic and paternalistic, managers do not rely exclusively on these traits. Other differences: 1) While Mexican workers defer more to their managers, they are less likely than Canadians or Americans to tolerate abrasiveness and insensitivity by their managers. 2) Mexicans may be the most suited to teams, and much less likely to try to stand out individually. 3) They are likely to defer to their managers more, but they also expect more respect from their managers.
- #10 Material pertinent to this discussion is found on pages 92-93. Guanxi refers to the establishment of a connection between two independent individuals to enable a bilateral flow of personal or social transactions where both parties benefit. 1) Based on reciprocal interests rather than self-interests 2) meant to be long-term and enduring, rather than just yielding immediate gains 3) relies less on institutional law, and more on personal power and authority, than Western relationships. 4) governed more by the notion of shame (that is, external pressures on performance), while Western relations often rely on guilt (that is, internal pressures on performance) to maintain agreements. Guanxi is seen as extremely important for business success in China
- #11 Material pertinent to this discussion is found on pages 94-95. Attitudes are evaluative statements, either favourable or unfavourable, concerning objects, people, or events. They are not the same as values but are more specific although closely related. If a faculty member says, “I like teaching,” he or she is expressing an attitude about his or her work.
- #12 Material pertinent to this discussion is found on pages 99.
- #13 Material pertinent to this discussion is found on pages 101-102.