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Chapter 4

Chapter 4 BU288.docx

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Ping Zhang

BU288 Chapter 4Values Attitudes and Work Behaviour Week 3 What are Values Valuesa broad tendency to prefer certain states of affairs over othersThe preference aspect of this definition means that values have to do with what we consider good and bad Values are motivational The words broad tendency mean that values are very general and that they do not predict behaviour in specific situations very wellPeople tend to hold values structured around such factors as achievement power autonomy conformity tradition and social welfareMost values are socially reinforced by parents teachers and representatives of religions Generational Differences in Values Many companies are attempting to understand the implications of having our distinctive generations in the workplaceGeneration Percentages of Workforce Assets in the Workplace Leadership Style Preferences Traditionalists8 Hard working stable loyal Fair consistent clear direct 19221945 thorough detailoriented respectful focused emotional maturity Baby Boomers 44 Team perspective delicated Treat as equals warm and 19461964 experienced knowledgeable caring missiondefined serviceorienteddemocratic approach Generation X34 Independent adaptable Direct competent genuine 19651980 creative technoliterate informal flexible resultswilling to challenge the status oriented supportive of quo learning opportunities Millennials 14 and increasing rapidlyOptimistic able to multitask Motivational collaborative 19812000 tenacious technologically positive educational savvy driven to learn and organized achievementgrow teamoriented socially oriented able to coach responsible It is said that the study of intergenerational values and of related attitudes and behaviour is in its infancyOrganizations may have to tailor job designs leadership styles and benefits to the generational mix of their workforces Cultural Differences in Values Business has become global in its scopeIt is difficult to forge business links across cultures Work Centrality Work is values differently across culturesThose with more central interest in work were more likely to report that they would continue working despite the newfound wealthPeople for whom work was a centrallife interest tend to work more hoursCrosscultural differences in work centrality can lead to adjustment problems for foreign employees and managers Hofstedes Study Hofstede discovered four basic dimensions along which work related values differed across cultures
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