COMMERCE 1BA3 Chapter Notes - Chapter 4: 5G, Organizational Commitment, General Electric Genx
3 May 2018
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Chapter 4 p. 120-143
VALUES
- a broad tendency to prefer certain states of affairs over others
– Enduring beliefs about what’s most important in the world
– Non-negotiable deeply held beliefs
– There are a number of values and people differ on degree to which they possess
each
– Values awareness helps determine fit with others in jobs, occupations and
organizations
Cultural Differences in Values
➢ power distance, depending on the power different in the big C country, will have a trickle
effect of how an organization(little c corporation) they will value.
➢ Hofstede’s cultural dimensions
➢ Work centrality
o Very important for you to figure this out in a company that you are thinking you want
to work for.
o How is work valued?
o Do you live to work? Or do you work to live?
▪ Means that your work life is everything, you exist or you live to work
o If you work to live, indicates you have a bigger life than just work. You work for the
money that allows you to take your family to a vacation, or a new home for your
family.
o With these 2 distinctions, a couple that have been fired, do you think their mentality
system was do you work to live or live to work?
o What's sad is that once they are fired and no longer have label, or title, when you ask
them who they are?
▪ They do not know. They have not identified who they are outside of work.
o Working to live is a healthier mentality; you have to be in check. The definition of
live is to live life, live more abroad
➢ Power Distance
o The extent to which unequal distribution of power is accepted
o If you have a small power difference, they would be observed in that culture, a
minimum inequality.
o Superiors are very inaccessible
▪ Minimum inequality, superiors are inaccessible, the power difference is very
downing.
o You would never find parking spots identified for leadership only
o Large power distance, you will find different parking spots and offices labeled for
superiority.
o Power differences would be highlighted, you’re there, I’m here!
o Structurally, would you have a small or large power distance? OB
➢ Uncertainty Avoidance
o People are uncomfortable with uncertain and ambiguous situations
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o A strong UA means that you'll see tons of rules, conformity, keep things in a box, a
lot of regulation,
o A weak UA would be less of that, and people would be expected to be risk-takers
➢ Masculinity/Femininity
o The more masculine, the company differentiates between gender roles
▪ there would be dominance of men, there would be a glass-ceiling
▪ (women in organizations would be able to seep through to the top, and told
they could get there, but there's actually a ceiling, but men could get there)
o Differences in pay scales, Masculine vs. feminine
o Feminine Workplace
o There's an acceptance of fluid gender roles
o Quality of life, they would be huge in a more feminine value system
o On-site child-care programs, housing for single parents. Decrease the barriers for
women being uncertain
➢ Individualism/Collectivism
o The organization stresses independence, competitiveness between people
▪ do what it takes to get it done
o Collective the organization is about interdependence, developing relationships,
developing collaborative networks.
➢ Long-Term/Short term Orientation
o short-term pay attention to the big picture,
o long-term impact of your action.
o Someone who has the triple bottom line, thinking of everything, the generation that
follows them, sustainability of the planet
o short-term, bullied their way to the top, didn’t worry about their impact on the future
generation.
o Our generation: microscopically, and how things will impact the future? Past
generations didn't’t care about what mistakes they made
Generational Differences in Values (Traditionalists; Baby Boomers; Gen-X; Millennials; Net-
Gen)
o Traditionalists: grew up in world wars
o Baby boomers: grew up when economy was thriving, rock and roll
o Gen-x: dual income families, women in workforce, divorces, value
opinions of friends over authority figures
o Millennial: value opinions of friends over authority figures
o Each of these groups have different leadership styles
▪ T: more respect, want to be authority figure, authoritarian leaders
▪ Bb:
▪ Gen x: flexible
▪ Mill: achievement oriented, leaders who want to help us be
successful, leaders who are motivated
ATTITUDES
- a fairly stable evaluative tendency to respond consistently to some specific object,
situation, person, or category of people
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Document Summary
A broad tendency to prefer certain states of affairs over others. Enduring beliefs about what"s most important in the world. There are a number of values and people differ on degree to which they possess each. Values awareness helps determine fit with others in jobs, occupations and organizations. Power distance, depending on the power different in the big c country, will have a trickle effect of how an organization(little c corporation) they will value. Or do you work to live: means that your work life is everything, you exist or you live to work, if you work to live, indicates you have a bigger life than just work. They have not identified who they are outside of work: working to live is a healthier mentality; you have to be in check. The definition of live is to live life, live more abroad.
