PERSONAL VALUES AND

CORPORATE STRATEGY

PRESENTED BY-
 ANSHI VIJAYVARGIYA
 AVADH AGARWAL
 HARSHITA KHADAYTE
 KASHISH KANJANI
 MARCHI GUPTA
 PRADEEP RAJPUROHIT
 UMANGINI JAIN
 VALUES

 Is a brief, a mission, or a philosophy that is

meaningful. Whether we are consciously
aware of them or not, every individual has a
core set of personal values. Values can
range from the commonplace, such as the
belief in hardwork and punctuality, to the
more psychological, such as self reliance,
concern for others, and harmony of
purpose.
 PERSONAL VALUES
 Those standards that you set for yourself to live by,
since these values vary by individual, they are
“personal” and can include many things. Religion,
moral and ethics play a part in personal values.
 Personal values provide an internal reference for
what is good, beneficial, important, useful,
beautiful, desirable, constructive, etc. Values
generate behaviour and help solve common human
problems for survival by comparative ranking of
value, the results of which provide answers to
questions of why people do what they do and in
what order they choose to do them.
 CORPORATE STRATEGY
 Corporate Strategy takes a portfolio approach to
strategic decision making by looking across all of a
firm’s businesses to determine how to create the
most value.  In order to develop a corporate
strategy, firms must look at how the various business
they own fit together, how they impact each other,
and how the parent company is structured in order
to optimize human capital, processes, and
governance.  Corporate Strategy builds on top of
business strategy, which is concerned with the
strategic decision making for an individual business.
 THEORETICAL VALUES
 The person with high theoretical values is more
interested in discovery of truth.

 He is more connected with the process of

understanding. He/she thinks more rationally,
critically.
 ECONOMIC VALUES

 His/her primary objective is the usefulness

of particular decision.
 He/she is more interested in practical
affairs of the business like marketing,
production, consumption etc.
 He/she thinks about practical impact of any
decision in business organisation.
 POLITICAL VALUE
 “Power” is the primary objective of the
person with high political value.

 Also the political values include good and

prompt leadership skills that helps in the
overall team management.
 AESTHETIC VALUE
 The main area of interest of a person with
high aesthetic values is to see the artistic
aspects of life.

 It is a philosophy that deals with the nature

of art, beauty, and taste with the creation
or appreciation of the same.
 FUNCTIONS OF VALUES
 Provides goals or ends for the members to aim for.
 Provide for stabilities and uniformities in group
interaction, hence create sense of belongingness
among people who shared commonly.
 Bring legitimacy to the rules that govern specific
activities.
 Help to bring about some kind 'of adjustment
between different sets of rules.
 differentiate between right and wrong and what is
desirable and undesirable
 UNDERSTANDING VALUES

 Relation with personality:

Values are closely related to
personality, indeed they are part of it.
There are various alternatives on which a
person’s choice depends. These choices
derive different satisfaction and different
meaning to people with distinguished
personalities.
 RELATING VALUES WITH
CORPORATE STRATEGIES
 The decision taken by the manager always
reflects his/her personal value. The role
and influence of personal values are much
in evidence in decision making.
 Ex- if aesthetic values clearly dominates
individuals personality then
Creativity will dominate over profitability
and other values.
 CONCLUSION
 Personal values influence corporate strategy
choices. It is useful for managers to understand
this influence in the process of considering
strategic alternatives. In dealing with conflicts
between personal values and the maximization of
economic opportunity, managers should keep in
mind that corporate strategy must ultimately
inspire personal commitment or else it will not be
implemented. At the same time, of course, the
corporation must remain viable as an economic
institution.