ORGANIZATION’S

SHARED VALUES

O are standards by which members of

an organization collectively see as
important. Therefore, they tend to
guide behavior, relationships and
interaction
 COMMON MINDSET

O or paradigm consists of a set of

shared assumptions or beliefs. For a
long time, the only sensible policy
for labor management relation was
confrontation because it was
believed that workforce was led by
radical socialistic or communistic
unions.
CHARACTERISTIC BEHAVIORS
Cover a broad range of topic.
A. MANAGEMENT STYLE:

• Is the decision-making style collaborative or

autocratic?

• Are managers available and approachable?

• Do managers practice “management by walking

about (MBWA)?”
B. RELATIONSHIPS:

• Do people address each other formally or informally?

• Do people interact across different levels in the

organization?

• Do people related each another socially as well as at

work

C. DRESS:

• Are people expected to wear formal business dress?

 SYMBOLS

a) Image, i.e,. use green to symbolize

concern for the environment

b) Flag, symbol of a country

ORGANIZATION’
S VALUES
We all have beliefs and values we live by. An organization’s
values answer the question : “ What is important to us?”

Core organizational values are understandings about:

1. What is the most important?

2. How to treat other people

3. How to work together?

Values provide an anchor when an organization or individual

is buffeted by a storm of change. They are the moral
compass that gives direction when things get rough. They are
a guide to help you reach your destination your vision and
mission.
Peters and Waterman stated that values will have a
tremendous impact on organization. They help to:

1. Create an atmosphere of common purpose and trust

2. Clarify goals and ways those goals will be achieved
3. Set priorities and sort out information overload
4. Provide a clearer focus for performance and feedback
5. Indicate which behaviors are acceptable and
appropriate and which are not within the organization
6. Specify how the organization wants to deal with and be
perceived by 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
 DECLARED AND
OPERATIVE VALUES
 According to Anthony D’ Souza,
values also have two critical parts:
intended or declared values and
operative or lived values.

Declared values exist in the

corporation’s policies and mission
statement.
Operative values are lasting and are
lived from day to day by the member.
There are times when individuals or organizations
publicly espouse such values:

1. “People are our most valuable asset.”

2. “The customer is always right/king.”

Organizational effectiveness is maximized when stated

values are consistent with the personal values of the
organization’s leader and member. When behaviors are
consistent with the organization’s stated values, these
values serve as unifying principles for all organizational
policies and actions. This provides a highly focused
approach for achieving the vision and mission.
VALUES HELD AND
PRACTICED
CONSISTENLY
Once values have been clarified,
they must be held and practiced
consistently. Putting them into
practice becomes most difficult at
time.

Values must be both

understandable and attainable.
ORGANIZATION’S
CORE VALUES
• Core values held by organizational
leadership provide a scale by which all
behavior is ultimately judged. And shared
values provide strong feelings of personal
effectiveness among members of
organization. They promote high levels of
loyalty and commitment, develop deep
consensus about mission and goals and
inculcate a strong sense of ownership
and caring about the organization. Hence
vitality of the organization depends upon
and is directly proportionate to the
existence of a set of core values shared
by all.
ORGANIZATION’S

AND
 Values and beliefs of
leadership are the shaping
force of the entire
organization. They generate
attitudes and specify
behavior.