Organisational Behaviour

GUIDED BY- PROF. PRASHANT DANDEKAR

Different Types of Values
Definition of Values
Values represent basic convictions 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. Values contain a
judgemental element because they carry an individuals ideas about what
is right, good or desirable.
Ethical Values
• Ethical- It is the belief of what is right or wrong or what is morally
correct.
• Ethical values are the ones which help us make ethical choices . They
are the kind of values that have to do with being good or doing the
right thing.
• Eg . Honesty, loyalty, trustworthiness…etc.
Importance of Ethical Values
• Value is the foundation for understanding the level of motivation.
• It influences our perception.
• It contains interpretations of right or wrong. These influence attitudes
and behavior.
• Values are important to the study of organizational behavior because
they lay the foundation for the understanding of attitudes and
motivation.
Cultural Values
• Competitive advantage depends on the ability to move quickly,
decisively and efficiently in sensing, responding to and exploiting
change in the business environment.
• Values that are well-defined, consistent with leadership actions and
behaviors, and woven into the fabric of the organization provide the
foundation for culture.
• Commonly held standards of what is acceptable or unacceptable,
important or unimportant, right or wrong, workable or unworkable etc.
in an organization
Different Cultural Values
• Innovation-Cultures that value and promote innovation-supporting it
through processes, leadership, technology, training, recruiting, and rewards-
are more successful at creating and sustaining innovation capability. Further,
organizations that value risk-taking and encourage or even reward failure are
significantly more agile and innovative than those that don’t. Essentially,
leadership needs to allow their employees to test ideas and learn from their
mistakes.
• Transparency- Encouraging open communication across the organization
and soliciting feedback from and involving employees in making decisions
requires trust. Trust is the foundation for building a strong culture-trust in
leadership, trust in teams and trust in individuals . Transparent
communications build trust that influences both employee support and
acceptance of change. It also provides a sense of safety for employees to allow
creativity and innovation to be stimulated, accepted and promoted.
• Creativity-Creativity enables problem solving through the integration
of divergent thoughts and perspectives.
For Eg: Introduce gamification into the workplace to stir up the
creative juices and accelerate changes in employee behaviour.
• Diversity- Innovation is most likely to occur when there is diversity of
thought and experience, as well as true familiarity with the issues
needing to be addressed. A key component to corporate agility is
having a diverse and inclusive culture. It helps in quick problem
solving due to various opinions and perspectives.
• Collaboration- Collaboration is not about exchanging information
(knowledge sharing) or achieving structural harmony, but rather it's
about using combined resources to create something new.
How can we organize values?
• According to researcher Milton Rokeach , we can separate them into
two categories:

Terminal values

Instrumental values
Terminal Values
• They reflect a person’s preference regarding the “ends” to be achieved.
• These are the goals a person would like to achieve during a lifetime.
• For eg. - Prosperity, Achievement, World- Peace, Freedom, Equality,
Wisdom, etc.
Instrumental Values
• They represent the preferable modes of behaviour or means for
achieving desire ends.
• They also indicate how you might go about achieving your important
end-states depending on the relative importance.
• For eg. -Autonomy, Discipline, Kindness, Goal- orientation, Courage.
By and large
• Each of us place values on both Terminal and Instrumental.
• Both the values plays an important role in life.
• Many may think that they can get by without these values but chances
are that they are egoists and do need a principle which can guide them.
Organisational Values
• Economic Values: It is the utility and practicality of values and
emphasises on standard of living.
• For eg : How an employee utilises the resources at hand to increase the
value of the organization.
• Ambani Group (Reliance ) believes in profit maximation while TATA
Group believes in social welfare.
Theoretical Values
• Values the discovery of truth and emphasises on critical and rational
approach to the problem.

• For Eg. - The sales of the organization are reducing , theoretical values
in an employee will help in solving the issue with a rational approach.
Aesthetic Values
• Aesthetic value is the value that an object, event or state of affairs
(most paradigmatically an art work or the natural environment)
possesses in virtue of its capacity to elicit pleasure (positive value) or
displeasure (negative value) when appreciated or experienced
aesthetically.
• Values from grace and harmony and emphasises the artistic aspects of
life.
• Example, the aesthetics of an office reflects on the employees. If the
office space is aesthetically pleasing the employees would be happy to
work. Also it deals with creativity and taste. Eg . An Artist or Architect.
Social Values
• Values love of people and altruism and emphasises on competition and
winning.

• Employees in an organization should envy each other’s skills and there

should be a healthy competition with a zest to win.
Importance of Values in Workplace:
• It contributes to the shared meaning in the organization and binds
people together as a community .

• Provides people with a common language and tell people how to

achieve the organization’s vision.

• Contributes to the organization’s vitality and performance

Linking an Individual’s Personality & Values to
the Workplace:
• 30 years ago organizations were concerned with personality because
they used it to match individual to specific jobs.

• That concern expanded to how well the individual’s values match the
organization because managers today are less interested in an
applicant’s ability to perform a specific job than with his or her
flexibility to meet changing situations and maintain commitment to
the organization.
Based on which two theories they were floated:

• Person-Job Fit

• Person Organisation Fit

Person-Job Fit
• According to this theory , there are six personality types and proposed
that satisfaction and possibility of leaving the job as per their
personalities

• Realistic: Prefers physical activities that require skill, strength and

coordination. Their congruent Occupations are Mechanic , Farmer, etc.

• Investigative : Prefers activities that involve thinking , organizing and

understanding. Their congruent occupations are biologist, economists,
etc.
Person-Job Fit
• Conventional : Prefers rule regulated , orderly and unambiguous
activities. Their congruent occupations are Accountant , corporate
manager, etc.

• Enterprising : Prefers verbal activities in which there are

opportunities to influence others and attain power. Their congruent
occupations are Lawyer, Small business manager, real estate agent, etc.

• Artistic : Prefers ambiguous and unsystematic activities that allow

creative expression. Their congruent occupations are Painter , writer,
interior decorator , etc.
Person Organisation Fit
• It essentially means people are attracted to and are selected by the
organizations that match their values and they leave the organizations
that they are not compatible with their personalities.
• This happened because organizations were looking for employees who
were multi-taskers and who can be adjusting to changes in the teams
and them working in different horizontals of an organization.
• A match depicts high job satisfaction, commitment to the organization
and task performance and minimal churn of the employees.
• It is important for even the organizations to manage their image online
because applicants these days want work-life balance and the same
should be represented by the organizations website.
Presented by -

• Foram Vora (19BSP0926)

• Heena Jais (19BSP1065)
• Milind Sharma (19BSP1577)
• Pratik Dubey (19BSP1979)
Thank you