Textbook Notes (362,796)
Canada (158,054)
Commerce (379)
COMM 292 (97)
Chapter 3

COMM 292: Chapter 3

4 Pages
Unlock Document

University of British Columbia
COMM 292
Angela Kelleher

COMM 292: Organizational Behaviour Chapter 3 Values  Basic convictions that a specific model or conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence o Judgmental element that separates an individual's ideas of what is right, or desirable o Most values are formed by parents, friends, teachers, media etc. Rokeach's Value Survey:  The survey classifies the values that people hold in two sets (each contains 18 value items) o Terminal values (desirable end-state): lifetime goals individuals would like to achieve o Instrumental values: preferable ways of behaving  People in the same occupation/category tend to have similar values o Differences in groups makes it difficult to communicate and negotiate Hodgson's General Moral Principles:  Ethics: study of moral values/principles that guide our behaviour (what is right or wrong)  Seven general principles should be followed to be principled, appropriate and defensible  Respect people, people are intrinsically valued and have the right to self-determination, tell the truth, promises/contracts should be honours, people should be treated justly, actions should accomplish good, and the greatest good for the greatest number Accessing Cultural Values: Hofstede's Framework for Assessing Cultures:  Power distance: degree to which people in a country accept unequal distribution of power  Individualism: degree to which people act as individuals rather than part of a group o Collectivism: tight social framework, people look after and protect each other  Masculinity: degree to which culture favours traditional masculine roles (power etc.) o Femininity: cultures see little difference between male and female roles (equals)  Uncertainty avoidance: degree to which people prefer structure to unstructured situations o High: increased anxiety, ambiguity, fewer laws and controls to reduce uncertainty  Long-term orientation: a national culture that focuses on the future, thrift and persistence  Short-term orientation: a national culture with emphasis on the past and present The Globe Framework for Assessing Cultures:  Global Leadership and Organizational Behaviour Effectiveness (GLOBE) o Cross-cultural investigation of leadership and national culture  Assertiveness: extent to which a society encourages people to be tough  Future orientation: extent to which society encourages and rewards planning, investing etc.  Gender differentiation: extent to which society maximizes gender role differences  Uncertainty avoidance: reliance on social norms and procedures for future predictions  In-group collectivism: extend to which society takes pride in membership in small groups  Performance orientation: how much society encourages group members for improvement  Humane orientation: how much society encourages individuals for being fair, generous etc.  The GLOBE study confirmed the findings of Hofstede's study COMM 292: Organizational Behaviour Values in the Canadian Workplace  When individual values align with organizational values, it is positive o Lead to positive work attitudes, lower turnover, greater productivity Generational Differences:  Elders, Baby Boomers, Generation X represent 12 distinct value tribes o Broad generalizations, there are individual differences o Most of the generation has the same values and mindset The Elders:  Play be the rules, and their core values are in order (authority, discipline etc.) o 80% represent traditional values Baby Boomers:  Influenced by civil rights movement, women's movement, Vietnam war, Beatles o Rebellious, anxious communitarians, connected enthusiast and disengaged Darwinists o Rejection of authority, concern for environment, equality Generation X:  Shaped globalization, two-career parents, MTV, AIDS and computers o Value flexibility, life options and job satisfaction, skeptical, particularly of authority o Thrill seeking, aimless dependants, social hedonists, Aquarians and post-materialists The Ne(x)t Generation:  Prosperous times, high expectations and seek meaning in work, life goals (wealth oriented)  Technologically advanced, socially conscious, and entrepreneurial The Generations Meet in the Workplace:  By using generational differences we can predict social values and behaviour  Managers must be flexible to manage different generations in the same workplace Cultural Differences:  We are a multicultural society, but we still have tensions among people of different races o Canadian's define themselves as not American (different values)  A country's/society's values change based on major events or changes/shifts (9/11, Obama) Francophone and Anglophone Values:  Francophones are collective, group-oriented, need for greater achievement, intrinsic values o Committed to organizations, reducing ambiguity and uncertainty at work o Introverted, sensing, thinking and judg
More Less

Related notes for COMM 292

Log In


Don't have an account?

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.