Post on 03-Apr-2018
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REPORTED BY
JHON BENEDICT REGINALDO
JEMMALYN ARGARIN
JEDHALYN MANDINGIADO
Chapter 8:
THE ORGANIZATONS
CULTURE AND VALUES
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INTRODUCTION
Vision, mission and culture are inter-connected. Vision andmission are shaped by culture and culture comes alive
through vision and mission.
Vision and mission are the major external focus for ouractions. But an organization culture provides the underlying
foundation for our actions and behavior.
Values are the bedrock of corporate culture and the essenceof an organizations philosophy. They provide guidelines for
working with the relating to one another.
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ORGANIZATIONSCULTURE
Shared values are standards by which members of anorganization collectively see as important.
Declared values to which mere-lip service may be paid.
Operative values that are actually put into practice anddeeply seated.
Common Mindset or paradigm consists of asset of sharedassumptions or beliefs.
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ORGANIZATIONSCULTURE
Characteristics Behaviors cover a broad range of topics.Some key aspects include the following:
Management Style
Relationships
Dress
Symbols
Image use of green to symbolize concern for theenvironment.
Flag symbol of country.
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ORGANIZATIONSCULTURE
Peter and Watermanstates: Every excellent company westudied is clear on what it stands for, and takes the process
of value-shaping seriously. In fact, we wonder whether it is
possible to an excellent company w/o clarity on values and
w/o having the right sort of values.
Core organizational values are understandings about:
a) What is the most important?
b) How to treat other people?
c) How to work together? Values provide an anchor when an organization or individual
is buffeted by a storm of change.
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ORGANIZATIONSCULTURE
Peter and waterman stated that values will have atremendous impact on organization. They help to:
1. Create an atmosphere of common purpose and trust.
2. Clarify goals and ways will be achieved.
3. Set priorities and sort out information overload.4. Provide a clear focus for performance and feedback.
5. Indicate which behaviors are acceptable and appropriate and w/c
are not within the organization.
6. Specify how the organization wants to deal with and be perceivedby people outside the organization.
7. Provide guidelines for selecting and orienting new members or
employees who will not have to spend much time identifying and
understanding organizational values.
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DECLARED AND OPERATIVE VALUES
According to Anthony DSouza, values also have two criticalparts:
Intended or declared valuesexist in the corporationspolicies and mission statement.
Operative values are lasting and are lived from day-to-dayby the members.
There are the times when individuals or organizations publicly
espouse such values:
1. People are the most valuable assets.2. The customer is always right/king.
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VALUES HELD AND PRACTICED
CONSISTENTLY Consider the core values your organization holds or should hold. Here are
some suggestions:
E Excellence
P Prosperity, Patience, Punctuality D Discipline
U Unity G Good Governance
P Pro-people E Effectiveness and Efficiency
L Loyalty to God and Country Q Quality
E Empowerment U Understanding and Goodwill
A Accountability A Action-Oriented
D Dignity and Dedication L Leadership
I Integrity and Honesty I Innovations and Ingenuity
N Nobility T Truthfulness
G Generosity Y Youthfulness
VALUES HELD AND
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VALUES HELD AND
PRACTICED CONSISTENTLYQ Quality
U Understanding and Goodwill
A Action-Oriented
L Leadership
I Innovations and Ingenuity
T TruthfulnessY Youthfulness
R Responsibility
E Empathy
L Love
E Environmental Concern
V Valor
A Academic Freedom
N Nationalism
T Teamwork
E Equality
D Democracy
U Uniqueness
C Compassion, CommitmentA Accommodating
T Temperance
I Idealism
O Openness
N Negotiating
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ORGANIZATIONS CORE VALUES
Paul J. Meyer, Rex C. Houze and Randy Shechta They
published book, Bridging the Leadership Gap (1998).
The authors emphasize that highly effective leaders build
their organizations on bedrock of three central values:stewardship, shepherdship, and a servants heart. Thesethree values form the basic foundation of effective leadership
and are critical to the emergence of successful and winning
organizations.
When aspiring leaders strive to become stewards of human
potential, they begin to achieve their own personal goals
while making a unique contribution to the lives of their team
members.
ORGANIZATIONS CORE VALUES
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ORGANIZATIONS CORE VALUES
AND BELIEFS Values and beliefs of leadership are the shaping force of the
entire organization.
Lyle E. Schaller, in Getting Things Done,writes: The values
of any organization control priorities, provide the foundation
for formulating goals, and set the tone and direction of the
organization.
Examples of Core Corporative Values
Herman Miller Inc: Its Corporate Values
Herman miller Inc. is a leader in participative managementand has a clearly-defined set of corporate values:
a)Innovation c) Participation e) Leadership
b)Excellence d) Ownership
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IBMs Values: the Foundation of Vision
Tom Watson, Sr. was a man of grandiose vision dedicated to
well-defined and fundamental values, probably the oldest and
the best known in the world. They are:
1) Respect for the individual: Respect for the dignity and the
rights for each person in the organization.
2) Customer Service: To give the best customer service of any
company in the world.3) Excellence: The conviction that an organization should
pursue all tasks with the objective of accomplishing them in a
superior way.
ORGANIZATIONS VA UES AND
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ORGANIZATIONS VALUES-AND-
BELIEFS STATEMENT A Values-and-Beliefs Statement is not a mission statement.
Rather, it expresses the principles most important to the
organization and is a powerful influence to energize, guide
and align everyone in a common direction.
Carefully-crafted core Values-and-Beliefs Statement can be
used for the following purposes:
As the fundamentals to which you may be held accountable
by those who relate t you or deal with you, by those who care
about you and by those whom you trust.
As the foundation for consistent and appropriate decisions.
As the filter which you evaluate the importance of
opportunities or alternatives.
As the basis from which your vision originates.