Professional Documents
Culture Documents
UNIT-4 Values & Attitudes
UNIT-4 Values & Attitudes
UNIT-4 Values & Attitudes
Value System
A hierarchy based on a ranking
of an individual’s values in terms
of their intensity.
Importance of Values
Provide understanding of the attitudes,
motivation, and behaviors of individuals and
cultures.
Influence our perception of the world around us.
Represent interpretations of “right” and
“wrong.”
Imply that some behaviors or outcomes are
preferred over others.
Values differ between generations.
Values differ between regions.
Values differ between cultures.
Types of Values –- Rokeach
Value Survey
Terminal Values
Desirable end-states of
existence; the goals that a
person would like to achieve
during his or her lifetime.
Instrumental Values
Preferable modes of behavior
or means of achieving one’s
terminal values.
Values in the Rokeach Survey
Values are formed based on :
Sources of values
RELIGIOUS LIFE
FACTOR ROLE EXPERIENCE
Dominant Work Values in
Today’s Workforce
Hofstede's cultural
framework
Hofstede's cultural dimensions theory is a
framework for cross-cultural communication,
developed by “Geert Hofstede”
It describes the effects of a society's culture on
the values of its members and how these values
relate to behavior.
Hofstede developed his original model as a
result of using factor analysis to examine the
results of a world-wide survey of values of
1,17,000 employees of IBM between 1967 and
1973.
The original theory proposed four dimensions along
which cultural values could be analyzed: individualism-
collectivism; uncertainty avoidance; power distance
(strength of social hierarchy) and masculinity-femininity
(task orientation versus person-orientation).
Independent research in Hong Kong led Hofstede to
add a fifth dimension, long-term orientation.
In 2010 Hofstede added a sixth dimension, indulgence
versus self-restraint.
Hofstede’s Framework for
Assessing Cultures
Power Distance
The extent to which a society accepts that
power in institutions and organizations is
distributed unequally.
low distance: relatively equal distribution (e.g.,
Austria, Finland, Ireland)
high distance: extremely unequal distribution
(e.g., Mexico, South Korea, India)
Hofstede’s Framework
(cont’d)
Collectivism
Individualism
A tight social framework in
The degree to which which people expect
people prefer to act as others in groups of which
individuals rather than they are a part to look
a member of groups. after them and protect
(e.g., U.S., Canada, them.
Sweden) (e.g., Indonesia, Pakistan)
Hofstede’s Framework
(cont’d)
Uncertainty Avoidance
The degree to which people in a country prefer
structured over unstructured situation defines
their power avoidance.
High uncertainty avoidance countries: high need
for security, strong belief in experts and their
knowledge; structure organizational activities, more
written rules, less managerial risk taking
(e.g., Germany, Japan, Spain)
Low uncertainty avoidance countries: people
more willing to accept risks of the unknown, less
structured organizational activities, fewer written
rules, more managerial risk taking, higher
employee turnover, more ambitious employees
(e.g., Denmark and Great Britain)
Hofstede’s Framework (cont’d)
This typology measures a society’s
devotion to traditional values.
Long-term Orientation
People in this culture look to the
future and value thrift, persistence
and tradition.
Short-term Orientation
People value the here and now; they accept change more
readily and don’t see commitments as impediments to
change.
Masculine or Feminine values
Cognitive Dissonance
Any incompatibility between two or more attitudes
or between behavior and attitudes.
Ex:
--- Grasim industries effluents are discharged into river
in Harihar. You are an employee of the company and
an environmentalist also.
--- You do not brush your teeth twice a day but insist
on others
Changing Attitudes :Two fronts:
Job Satisfaction
A collection of positive and/or negative feelings that
an individual holds toward his or her job.
Job Involvement
Identifying with the job, actively participating in it,
and considering performance important to self-worth.
Organizational Commitment
Identifying with a particular organization and its
goals, and wishing to maintain membership in the
organization.