Management 2: Human Relations in Management
Personal and Organizational Values
Values-important meaningful
-valued by an individual, a group of
people or an organizations.
Personal Values- standards that you set for
yourself
Organizational Values-core values and
shared norms
-establish an organizations culture.
Where Values Come From
1. Family- a place for building values
2. School- professors and classmates
3. Workplace- skills, respect, sense of
compliance are put into real test.
4. Religion- promotes not only the spiritual
welfare but also foster their harmonious
relations with others.
5. Peers- modification on behavioral patterns
which influenced by peers.
2 Categories of Values
Terminal Values- maintain a high priority
Instrumental Values- reflect the ways one
prefers to behave
Values Systems- frameworks people use to develop
beliefs
-Eduard Spranger defined six
types of people based on their types of values
systems.
Sprangers Six Value System
1. Theoretical Person
2. Economic Person
3. Aesthetic Person
4. Social Person
5. Political Animal
6. Religious Person
Graves Seven Value Levels- Clare Graves
-People evolved through different levels of
psychological existence
Level 1: Reaction
Level 2: Tribalism
Level 3: Egocentrism
Level 4: Conformity
Level 5: Achievement
Level 6: Social Orientation
Level 7: Existentialism
Integrity- soundness of moral character
Elements of success According to convey:
1. Personality Ethics: being likeable, received
well and a positive mental attitude.
2. Character Ethics: based on principles,
beliefs, and strong values.
Values and the Workplace- values and ethics is
important
-To help keep order, ensuring that a
company runs smoothly and remains profitable.
Values Conflict- two or more values
Internal Values Conflict- one that is waged
inside of you
Cognitive Dissonance- Leon Festinger
(1957)
- Cognitive dissonance theory
- Powerful motive to maintain cognitive
consistency can give rise to irrational
- Two or more conflicting cognitions:
ideas, beliefs, values or emotional
reactions.
1. Change your original beliefs
about management.
2. Use denial
3. Get into self-justification
4. Change your own behavior
Four Major Areas of differences in Values and in
Perception of the values of others
1. Power and Authority
2. Individual versus the group
3. Tolerance for uncertainty
4. Value of punctuality
Denial- failure to confront problems
Self-justification- explaining your behavior so that
you feel it is correct
Perception- process by which individual select,
organize, and interpret their sensory impression in
order to give their environment.
Factors influencing perception
1. Target- can affect what is perceived loud
people are more likely to be notice in a group
than quiet ones.
2. The Situation- which we see object or event
is important.
-Elements in the surrounding environment
influence our perception.
Attribute Theory- typical behavior by an individual
-to determine whether it is internally or
externally.
Behavior war consider as:
Internally-dispositional
Externally- situational
Rules of Determining Attribution:
1. Distinctiveness
2. Consensus
3. Consistency
Selective Perception- selective interpretation based
on their interest, background, experience and attitude
Halo Effects- general impression of an
individual on the basis of a single characteristic
Projection- attributing ones own
characteristics to other people.
Stereotyping- judging someone on the
basis of ones perception of the group
Prejudice- unfounded dislike of a person or
group based on their belonging to a particular
stereotyping
Contrast Effects- concepts that our reaction
to a one person
Human Behavior- range of behavior
- Influence by culture, attitudes, emotions,
values, ethics, authority, rapport,
hypnosis, persuasion, coercion and
genetics.
Workplace Behavior- pattern of actions
-directly or indirectly influences the
organizations effectiveness.
Types of Workplace Behavior Perform at high levels
1. Performance Behavior- set of work-related To work hard
behavior To come to work regularly
2. Dysfunctional Behavior- detract from To make positive contributions
rather than contribute to, Historical Perspectives on Motivation
3. Absenteeism- employee does not show up 1. The Traditional Approach- Frederick Taylor
for work -method of structuring jobs called
4. Turnover- people lose their jobs. Scientific Management.
Motivation- set of forces that leads people to behave -employees are motivated by
in particular ways. money
-force of the need or desire to act. 2. The Human Relations Approach-
Need- individual requires or wants. employees want to feel useful and important
Organizational climate- emotional weather - Employees have strong social needs
within an organization - Suggests that favorable employee
Morale- overall mood of an individual or attitudes results in motivation to work
group, based on attitudes and satisfaction. hard.
Importance of Motivation