Conduct a Study on Differences in Individual and Group Values and How They Will Affect Individual and Organisational Behaviour
Introduction:
Values in individuals and organisations have been a topic of interest to researchers, social critics and practitioners and the public for many years, (Meglino & Ravlin, 1998). Despite many theories and attention from all the above mentioned, there is still a large amount of deliberation as to the definition of values and the effect on the organisations effectiveness. Values occupy place in the scientific and public at a number of levels. They are "among the very few social psychological concepts that have been successfully employed across all social science disciplines" (Rokeach & Ball-Rokeach, 1989, p. 775). Values have an influence and affect the behaviour of individuals (Locke, 1976; Rokeach, 1973).
Arguments:
In organisations, values form a major part of the components of organisational culture (O 'Reilly & Chatman, 1996; Schein, 1985), and are sometimes described as being responsible for the success of management for several companies (Mitchell & Oneal, 1994). Values have also been characterised as "the most distinctive property or defining characteristic of a social institution" (Rokeach, 1979, p. 51). Little agreement is found on the nature of values. Values have often been referred to as well as been put in the same category as needs, motivations, goals and attitudes. Theoreticians (e.g., Fallding, 1965; Rokeach, 1973; Williams, 1968) have distinguished and focused on two types of values. One type is that which an individual places on an object. A second type of value is likely to describe a person or personal values (Feather, 19950. Focus on the values of individuals will be discussed rather than objects. A work environment should rather strive to encourage a positive attitude and stray away from negative perceptions and influencers that affect behaviour. (Mcshane et al, 2010). A set of moral values will shape how individuals will treat each other and conduct themselves. (Rokeach, 1973). The end company cannot affect
Values in individuals and organisations have been a topic of interest to researchers, social critics and practitioners and the public for many years, (Meglino & Ravlin, 1998). Despite many theories and attention from all the above mentioned, there is still a large amount of deliberation as to the definition of values and the effect on the organisations effectiveness. Values occupy place in the scientific and public at a number of levels. They are "among the very few social psychological concepts that have been successfully employed across all social science disciplines" (Rokeach & Ball-Rokeach, 1989, p. 775). Values have an influence and affect the behaviour of individuals (Locke, 1976; Rokeach, 1973).
Arguments:
In organisations, values form a major part of the components of organisational culture (O 'Reilly & Chatman, 1996; Schein, 1985), and are sometimes described as being responsible for the success of management for several companies (Mitchell & Oneal, 1994). Values have also been characterised as "the most distinctive property or defining characteristic of a social institution" (Rokeach, 1979, p. 51). Little agreement is found on the nature of values. Values have often been referred to as well as been put in the same category as needs, motivations, goals and attitudes. Theoreticians (e.g., Fallding, 1965; Rokeach, 1973; Williams, 1968) have distinguished and focused on two types of values. One type is that which an individual places on an object. A second type of value is likely to describe a person or personal values (Feather, 19950. Focus on the values of individuals will be discussed rather than objects. A work environment should rather strive to encourage a positive attitude and stray away from negative perceptions and influencers that affect behaviour. (Mcshane et al, 2010). A set of moral values will shape how individuals will treat each other and conduct themselves. (Rokeach, 1973). The end company cannot affect
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