Module Two Unit 4- Individual Assignment

One of the foremost adoptions we all have to brand as a prospective employee is to decide which organization we want to work for or with. These “values” sanction individuals to make decisions efficiently and improvise in complex and rapidly changing situations (Weick, 1993) or across diverse settings (Kaufman, 1960; Nohria & Ghoshal, 1994). Ouchi and Jaegers’ (1978) research on Japanese management discovered that as long as employees assumed the organization philosophy, it becomes healthier for them to figure out the spot-on objective and sequence across a multiplicity of circumstances. In so doing, employees have to determine the magnitude to which the organization values are “aligned” with the candidate’s; Meglino ‎(1998 ) . The valuation of collective or individual alignment is not an easy thing to do for most candidates because organizational values are collective ones and may be well or defined off-color. Additionally, organizational values may be voluntarily exhibited in some cases and very much hidden from the outsiders; Rubino (1998).
On the facade of this, organizational or collective values seek to delineate the conventional canons which administrate the performance of individuals working within the organization. This ascendency workout is occasionally rolled out with planning and far-sightedness and may be prescribed in ceremonial habits; hypothetically generating published declarations in the forms of handbook, code of conduct about the organization values; (Doig, Alan; Wilson, & John 1998). However, it is likely that any organizational values are changing according to the business and the environment and work culture.

Collective and Individual values in the workplace

Whether ceremoniously or unceremoniously, the squabble is that without organizational or collective values, individual employee will follow manners that are supplementary aligned with their singular value systems, which might bring up new manners that the organization does not embolden; new individual behaviors that will impede the progress of the business, pulling strategies in dissimilar guidelines, and plummeting concentration and dynamism towards the organization goals; (Greenwood, Suddaby & Hinings, 2002) .Contrariwise, an undoubtedly pronounced avowal of values can create that organization allurement thus creating greater focus and vigor or impetus towards the goals of the innovativeness.

Organization’s values are sketchily aligned with its purpose or mission, and the vision that the organization is trying to accomplish through the employees, business profitability and decision making; Pruzan (2001, p. 274). Enunciated values of an organization or Code of Conduct can provide a structure for the collective leadership of an organization to embolden collective values of behavior which will sustenance the triumph of the organization’s goals and mission in the global market place that are interconnected; Schein (1985). Nevertheless, individuals need to “capitulate” to these collective organization values in order for them to have their envisioned results; Thomas ( ‎2013).

Collective values incline to be about the behavior of organizational workforce and stakeholders and the decisions that are made. Example, the internet search engine, google is known for its motto “Don’t be evil or Don’t loose Value”; Chris (April 2009). There are many charitable and mutual national and (Meglino & Ravlin, 1998) international non-governmental organizations, and labor unions which were established because of specific values that their founders or donors and supporters believed in. Example, the Salvation Army was built on the value of “temperance. “The throw down the gauntlet now is for organizations to commit to these vary values they have drafted and which represent them. When Google set up in China for operations, it settled to the Chinese Government’s requirement to curb access to some websites, it was suspected of not living up to its values; Halliday (January 7, 2013).

If an employee or individual finds that the organization’s values differ from their values then he or she decide how to act- they come in many forms; (Agle & Caldwell, 1999; Elizur et al., 1991). Recently I was making a local trip in a 12 seated air plan owned by Samaritan Purse –an International non-government who put values of Christianity at the top of their work; (Samaritan Luke 10:30-37). Before the pilot hit the run-way, he asked all passengers to bow in prayer. Not all the passengers were Christians but they had to accede to the values and beliefs of the pilot. This means probing into “How strongly felt are individual beliefs?” and “Where would they draw the line if they were asked to do something I did not believe in?” Or sketchily, “Can I succeed in organizations that have these kind of values or culture?” Henceforward, if the individual discovers that there is clash between what he thinks is right and the greatness of the organization values, he may have to make a decision that might affect his job.
My Voice
Every one of us –literate and illiterate, develop a set of delicate values, which support us in making decisions in the world of work and personal lives. Sometimes these values can align well or rattle with the values of other individuals at work or the general organization code of conduct. In the event where there is a clear conflict with individual and collective values; Warner (2012), work in a diverse and more aligned environment, may regulate their values or change the organizational values in their contemporary innovativeness – if they feel it worth it; Lencioni (2016). In all cases, the more the values crisscross and becomes unswerving, the more fecund and better-off result for the induvial and the organization.
Values are the marque and chromosome embed in every organization systems and structure and work culture; (Greenwood & Hinings, 1988). It delimits what an organization image is; what they stand for as an institution. At Partners In Health, where I work our value is defined by humility, (Low and Ang, 2011a: 298); accompaniment; Beukes (2013); integrity; Anderson (2012); and commitment; (Pacelle, Fackler, & Morse 2004) which I have deeply linked to Aristotle and Plato conventional definition of values that most organizations are photocopying. This is what we stand for in the implementation of our preferential health project to the vulnerable population. We count on everyone at PIH to uphold our values which support our work, align their personal values, and work ethics of Partners in Health which promotes sustainability, and stability.
Individual tries to impact the organization to change some of its values or behavior; there is effectively no big stick to stop an individual from manipulating the values of the organization. One way of doing this is to categorize ways in which a fresh or dissimilar value may better qualify the organization to accomplish its business goals. For illustration; Apple computers innovated its trade based on its commitment to the values of “passion” and the growth of “Fairtrade” products in Starbucks coffee shops; (Zachary, &Yoder, 1992) and has been grounded on the fair treatment of people foundation of the brand, something that has given many other companies that subscribe to these principles as dissimilar market advantage.
The Greek philosophers, particularly Aristotle and Plato elaborated that there are seven virtues and values of an organization which include temperance, wisdom, patience, and humility and these were deemed to be overall positive attitudes for a person to develop. Additionally, writers of the early Christian faith added diligence, kindness, and charity. Although all seven of these values were expressed as moral themes for all individuals and organization to seek collectively, they have been commonly accepted by organizations and have been construed and/or given supplementary meaning in many work environments today. Example: If organizations values is knotted around harmony; (Ashkanasy, ‎Wilderom, ‎Peterson 2011), they are characteristically most fascinated in nurturing connections with people. This means that they are typically kind in nature, socially contented, compassionate and philanthropic. They can also be soft-hearted, exaggeratedly perfectionistic, conflict-avoiding and uncritical at times and individual seeking jobs or working in that environment must align his or her values with that of the organization. There are many specific organizations that make the value of harmony central to the culture but in general, this tends to rub on most organizations where people are assets to the company.
Conclusion

Look at the impending significance that values have in influencing workplace performance, organization strategic direction in the current market place, it will be good to move away from the “what” and “why” of values to reconnoiter the process by which organizations deliberately seek to develop shared values by assimilating them into organizational value systems (Kernaghan, 2003; Salaway, 2001). Values or belief systems power employee behavior reasonably or whether the configurations remain a capricious part of organization life cycle that is invulnerable to control (Wilkins & Ouchi, 1983).
There are two perspectives theories of organization control and inducements/ contributions theories from organizational behavior that provide divergent acumens into the process of values management. Gareth Morgan (1997) notes, “The unabridged history of organization and management theory is founded on the indication that it is possible to establish, predict and control” (p. 300). The balanced management prototype is the conjecture that quantifiable rewards, castigations, or nonmaterial inducements offer a sense of ownership or self-fulfillment that lure employees to shadow an organization’s strategic values. Alignment of employee’s behavior with the strategic values of the organization intrinsically center the design of the management systems. Organizations cannot sway employee behavior by communicating “the values of the organization,” as pronounced by organizational leadership through formal induction or the distribution of policies. Employees reply to organization values and management efforts, such as anticipation and inducement systems, that they distinguish as being within the neighborhood of these surviving values.
References
Rohan, M. J. (2000). A rose by any name? The values construct. Personality and Social Psychology Review, 4, 255-277.
Rokeach, M. (1973). The nature of human values. New York: The Free Press.
Rokeach, M. (1979). From individual to institutional values: With special reference to the values of science. In M. Rokeach (Ed.), Understanding human values: Individual and societal (pp. 47-70). New York: The Free Press.
Schein, E. (1985). Organizational culture and leadership. San Fransisco, CA: Jossey-Bass. Schneider, B. (1987). Environment = f(P,B): The road to a radical approach to person environment fit.
Schwartz, S. H. (1999). A theory of cultural values and some implication for work. Applied Psychology: An International Review, 48, 23-47.
Schwartz, S. H., & Bilsky, W. (1987). Toward a universal psychological structure of human values.
Tushman, M. L., & Romanelli, E. (1985). Organizational evolution: A metamorphosis model of convergence and reorientation.
Voss, Z. G. (2000). Linking organizational values to relationships with external constituents: A study of nonprofit professional theatres. Organization Science, 11, 330-347.
Webber, Y. (1996). Corporate cultural fit and performance in mergers and acquisitions. Human Relations, 49, 1181-1202
McMillan, Michael. (2016) “Codes of Ethics: If You Adopt One, Will They Behave?”. Enterprising Investor: Practical analysis for investment professionals. Retrieved 10 February 2016.
Halliday, J, (2013). “Google’s dropped anti-censorship warning marks quiet defeat in China”. The Guardian (London). Retrieved January 8, 2013.
O’Rourke, James (2007). “Google in China: Government Censorship and Corporate Reputation”. The Journal of Business Strategy 28 (3).doi:10.1108/02756660710746229.
Schein, E. H. (1985). Organizational culture and leadership. San Francisco: Jossey-Bass. Selznick, P. (1956). Leadership in administration
Beyer, J. M. (1991). Cultural leadership in organizations. Organization Science, 2, 149-169.
Van Wart, M. (1998). Changing public sector values. New York: Garland. Weick, K. (1993). Sense making in organizations: Small structures with large consequences.
Rue, B. (2001). “Values-Based Leadership: Determining Our Personal Values.” Program Manager, 30 (July-August), 12-16.