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2.valus Attitudes and Cultural Dimensions
2.valus Attitudes and Cultural Dimensions
Damodar Suar
Why
(a)
Values, Attitudes
Values are desirable ideals. They determine how one ought to or ought not to behave or act.
According to Rokeach (1973), a value is an enduring belief 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. Rokeach (1973, p. 24) mentions that the consequences of
values are manifested in virtually all phenomena. Values influence every facet of human
behavior-- attitude, behavior, ideology, evaluations, social action, moral judgment and
justification of self and others, comparison of self with others, presentation of self to others,
and attempts to influence others-- because of their centrality to individuals personality and
cognitive structure (Mindell and Gorden, 1981; Pitts and Woodside, 1991; Schmidt and Posner,
1982). Values, being the intrinsic qualities, guide all our outer activities (Super, 1970, p. 4).
Attitudes are evaluative statements. Cognitive, affective and behavioral components. All
measures emphasizes on feeling component. Values are spoken up differently by different
authors.This is the contextual use of the term, socio-cultural context, socio-culture values,
work context, work values, organizational context, organizational values.
Values are fewer in number. Many attitudes stem from a fewer number of basic values.
Both rating and ranking scales are used to measure values. Because there is a hierarchy of
values, they are measured in terms of importance.
Attitudes can be positive or negative but values are desirable attributes and positive.
Attitudes are easy to chane than values
Laws: emphasize on don'ts and values on dos. Ethics is a broader canvas of values.
Sources of Value
and Attitude Acquisition
and Change
Family,friends, relatives, membership in school, club, organizationoccupational socialization. Organization hires people whose values
match with the job profile, such people can be easily groomed.Values
and behavioral traits are difficult to change but new knowledge and
skills can be learnt easily.
Two processes for value Acquisition: 1. Social Comparison Theory:
Everyone wants to hold a positive image of himself/herself and
compares with significant others and their moral self concepts.
Congruency-retention of attitudes and values.Incongruence- change.
2.Informational Influence: Gains access to new,
persuasive,valid(true)information and authoritative views on certain
issues. Form or change attitudes and values accordingly.
Core values are difficult to change.
Approximate
Current Age
60+
Boomers
1965-1985
40-60
Success, achievement,
ambition, dislike of authority
loyalty to career
Xers
1985-2000
25-40
Nexters
2000 to present
Under 25
Cohort
Dominant
Work Values
Hard working, conservative
conforming; loyality to the
organization
Socio-cultural Values,
Sinha & Sinha (1974)
Socio-cultural Values,
Kanungo & Bhatnagar (1978)
Francophone managers-Survival
Anglophone managers-Self-actualization
Organizational leadership
Organizations reputation
Employee welfare
Budget stability
Organizational growth
Profit maximization
Product quality
Customer service
Quality in personnel
Cost consideration
Participative management
Obedience to organizational rules
Maintenance of physical work conditions
Protection of the surrounding environment
Reward for employees worthy contribution
Tolerance for diversity
Service to the general public
Development of the community
Innovation
Honesty
Sincerity
Transparency
The Kluckhohn-Strodtbeck
Framework
1.
Hofstedes Framework
(a) Individualism/ Collectivism
(b) Power distance
(c) Uncertainty avoidance
(d) Masculinity/Femininity
(e) Long-term vs. short-term orientation,
Confucian dynamism, 1991, Bond and his
associates ( Chinese Culture Connection
1987) : Long-term vs. short-term orientation
Characteristics of Organizations in
Developing Countries
A..
Globe Project
Dimensions
Assertiveness
Future orientation
Gender differentiation
Uncertainty avoidance
Power distance
Individualism/Collectivism
In-Group collectivism
Performance orientation
Humane orientation
Types of Attitudes
Next Steps
Describe
Generate