ShriDhevi 25150

Shruti Kansal 25151

Shubham Kumar25152
 VALUES?

• Basic & fundamental beliefs that guide or motivate

attitudes or actions

• Values – Personal qualities we chose to guide

actions

• Motive behind a purposeful action

• Values are relational – differs from person to person

 REMARKABLE
LEADERSHIP QUALITIES
• Character is core – Dave Ulrich, HR Guru

• Successful leaders had shown a great deal of Good

Character.

• Commitment , Strength, Integrity, integration

between thought, word and deed.

• Honest, Transparent and trustworthy individuals.

 REMARKABLE LEADERSHIP
QUALITIES
• Integration between thought, word and deed

• Equal treatment of all with courtesy and respect

• Ability to correct themselves without ego

• Collaborative rather than competitive

• Results oriented
 How do managers become leaders?

• Character is usually nurtured and built

• Ethics, education & family background play a major

role

• Presence of inspiring leaders and mentors

 3 steps to build character

• Always deliver – Under promise and over deliver

according to Infosys

• Be humble – Do not flaunt the power and authority

• Find a mirror – You need to be constantly aware.

Ask for feedback from a trusted mentor.
 WORK VALUES

• Values that are related to managerial life

• Aspects of work that a person values

• Degree of work we assign to a particular type of work

• Creativity and challenge

• Economic – work that satisfies your financial needs

• Independence – Where you are given freedom to take

own decisions

• Service- Work that gives opportunity to serve others

• Security – Work that ensures that you will have it.

 HOW DOES IT AFFECT?

• Work values affect the choices we make

• People who have service as their value would do

public services

• Values affect the way we work.

• Some managers value people involvement in jobs –

they recruit subordinates based on that.
USING WORK VALUES FOR TEAM SATISFACTION
WORK VALUES – Career Anchors of Indian
Managers

Creativity Co-
Economic
and
Values worker Service
Challenge
s

Work Acade
Security Status
conditions mic
 ORGANISATIONAL VALUES

Case 1: How Tata responded to 26/11

• 26/11 – biggest crisis faced by Tata Group

• Behaviour of employees at Taj Hotel and subsequent actions of the
group – excellent display of the values the company holds
• Video -
 Tata DNA

• Customers – Top priority

• Emphasised - “Think and act first as a citizen”

• Community not just a stakeholder, but the very purpose of its

existence

• Values – integrity, understanding, excellence, unity and responsibility

Case 2: SAIL Performance Appraisal System

Customer Focus

• Empathise, end-to-end customer service

Concern for people

• Employee interest

Consistent Quality

• Designs methods and processess – Ensuring quality – work, products, services

Commitment to Excellence
 OCTAPACE

O -Openness.
C - Collaboration.
T - Trust.
A - Authenticity.
P - Proaction.
A - Autonomy.
C - Confrontation.
E - Experimentation.
 4 Cornerstone of HRD culture
• Openness Autonomy
& &
Collaboration
Confrontation

Trust Proaction
& &
Authenticity Experimentation
 Building Value System

• Maintain consistency
• Review
• Discussion
• Creating Stories
• Integration
• Zero Tolerance policy
CONCLUSION