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ORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N SS T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O NE L E V E N T H E D I T I O N
Values are those things that really matter to each of us ... the ideas and beliefs we hold as special. Caring for others, for example, is a value; so is the freedom to express our opinions.
Values are deeply held beliefs about what is good, right, and appropriate.
Values are deep-seated and remain constant over time.
We accumulate our values from childhood based on teachings and observations of our parents, teachers, religious leaders, and other influential and powerful people.
Example: Jennifer felt stressed out and didn't know what to do when her boss implied she should lie to a client; honesty is one of Jennifer's most deeply held values.
VALUE SYSTEMA HIERARCHY BASED ON A RANKING OF AN INDIVIDUAL’S VALUE IN TERMS OF THEIR INTENSITY
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VALUE SYSTEMVALUE SYSTEM
Given below is a list of values, you are required to rank them on a scale of 1-5 where 1 is the most important and 5 is the lowest important value as appear to you.
Hofstede’s framework for assessing culturesHofstede’s framework for assessing cultures
– Hofstede surveyed more than 1116000 IBM employees in 40 countries about their work related values.
– He found that managers and employees vary on five value dimensions of national culture.
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HOFSTEDE’S FRAMEWORKHOFSTEDE’S FRAMEWORK
He surveyed in 40 countries (IBM employees) Values across cultures (globalization)1. Power distance – power is unequally distributed in
institutions2. Individualism vs. Collectivism – individual act
rather than group3. Achievement vs nurturing– assertiveness,
materialistic or relationships, concern for others.4. Uncertainty avoidance – structured or
unstructured situations.5. Long vs short term orientation – look to future or
past/present.
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HOFSTEDE’S FRAMEWORKHOFSTEDE’S FRAMEWORK
China & West Africa scored high on PD US scored low on PD Asian countries high on collectivism. Germany and Hong Kong high on achievement. France and Russia high on UA China had long-term whereas US had short-
term orientations.
ATTITUDESATTITUDES
Attitudes are usually defined as a nature or tendency to respond positively or negatively towards a certain thing (idea, object, person, situation). They encompass, or are closely related to, our opinions and beliefs and are based upon our experiences
The Theory of Cognitive DissonanceThe Theory of Cognitive Dissonance
Desire to reduce dissonance
• Importance of elements creating dissonance
• Degree of individual influence over elements
• Rewards involved in dissonance
Desire to reduce dissonance
• Importance of elements creating dissonance
• Degree of individual influence over elements
• Rewards involved in dissonance
Cognitive Dissonance
Any incompatibility between two or more attitudes or between behavior and attitudes.
This is the feeling of uncomfortable tension which comes from holding two conflicting thoughts in the mind at the same time.
Examples of Cognitive DissonanceExamples of Cognitive Dissonance
Smoking is often postulated as an example of cognitive dissonance because it is widely accepted that cigarettes cause lung cancer, yet virtually everyone wants to live a long and healthy life. In terms of the theory, the desire to live a long life is dissonant with the activity of doing something that will most likely shorten one’s life.
You tell your children to brush their teeth twice a day but you don’t .
You know cheating on your income tax is wrong but you fudge the numbers every year.
Job Satisfaction and Customer SatisfactionJob Satisfaction and Customer Satisfaction
Satisfied employees increase customer satisfaction because:– They are more friendly, upbeat, and responsive.– They are less likely to turnover which helps
build long-term customer relationships.– They are experienced.