Effects of Values on Individual and Organizational Behavior - Coursework Example

Effects of Values on individual and organizational behavior Name Institute Introduction Different organizations have different goals, missions, objectives, aims, and practices, through which they drive their synergies to achieve expected results. There have been many challenges in understanding how values and personality traits impacts organizational performance, and culture. It is the belief and expectation of each manager or officer in charge that the organization will work well towards achieving good results, and generate sustainable benefits (Bradshaw, 2012). The organization theory beliefs that practices within many organizations can easily be shaped by cultural beliefs, values, perceptions, symbols, and rituals among its employees. To understand orientation of an organization, it is viable to apply organizational culture typologies (Diskiene & Gostaitus, 2010). Different scholars have agreed that, employees should try as much as possible to align their behaviors with organizational practices (Dean, 2011). However, if the values, personalities, and culture diverts from the main line framework, it results into chaos, which if not handled well, may lead to automatic chaos, which may at the end of it all, sabotage decision making processes. Personality patterns There is a divergence between individuals who work as employees of an organization. This cuts across emotions, cognitions, and behavioral patterns (Diskiene & Gostaitus, 2010). It has been argued that different people have reacts differently when a conflict of interest occurs, and while some have been presenting low reactions (Bradshaw, 2012). Assessment of emotions is also an effective tool that is used to evaluate behavioral characteristics of individuals while at home place and while at work place. While several people have become more committed to their work, some of the employees would always look for excuses to avoid hard work or changes within the organizational framework (Dean, 2011). Personalities should be aligned to organizational variables that at most times may determine performance of organizations. Delivery of good services, and practices within the organization depends on personality traits, or individualistic values. In the past analytical studies, Weber outlined that, bureaucracy was the most effective model of managing chaos, and rationally distributing roles and responsibilities to employees, after some time, Perrow outlined that, organizations could be based when bureaucracy was applied in a systematic way (Dean, 2011). Growth, change, and death of an organization strongly depend on how the organization recognizes its available responsibilities and cultural dimensions among its employees. Growth of an organization depends on whether the available cultural values, and dimensions among employees are positively correlated to the organizational framework or not (Diskiene & Gostaitus, 2010). It has also been established and confirmed by different managers that, various objectives have not been made in the last decades, because they have failed to incorporate globalization techniques and cultural integration of employee personalities and values (Bradshaw, 2012). Effect of values on management of organizations is fatal if it is violated within the framework of organizational practices. Management of roles and responsibilities within the organization is strongly depends on how one correlates his personal traits and how people perceives the organizational practices. Proper linkage and orientation of personal traits and organization framework should be monitored and evaluated to ensure that there is a continuity of flow of activities that can generate great benefits (Dean, 2011). Motivation among employee in various organizations depends upon many factors and it strongly depended on personality traits and emotions. Commitments among employees should be attached to the overall operations, and practices of an organization. Motivation is a complex, and a broad concept that relies on humanitarian behaviors, and concepts (Bradshaw, 2012). However how much a professional is trained, their relevance and practices depends on how they perceive their duties in relation to their beliefs, and cultural practices (Dean, 2011). Effects of values on performance of organizations vary across personalities, and there have been variability among employees because they have been trained and raised in different cultural and behavioral environments. Organizational challenges Operations of different organizations are experiencing challenges because of globalization that is constantly changing the order of doing business, and conducting internal businesses (Dean, 2011). Some of the challenges include diversity, technology, ethics, and globalization. The internet connections and the need for global outsourcing in different multinational and international organization have led to integration of different knowledge and skills from different people, who in most cases have different cultural backgrounds (Bradshaw, 2012). These cultures need to be integrated within the organizational frameworks and directed towards achieving good results within the organization (Diskiene & Gostaitus, 2010). Definitions Ability Is defined as the physical and mental capability to undertake or perform various tasks. The ability is sharpened and improved through the learning process, which gives a permanent change in an individual behavior (Diskiene & Gostaitus, 2010). Thereafter, the value in an individual is strengthened when one gets a behavior change through experience (Bradshaw, 2012). A permanent change in experience arises when behavior and change in built through practical experience and advanced learning (Diskiene & Gostaitus, 2010). There are three theories that have been put forward to analyze how behavior and change in values negatively affect organizational practices, and positioning (Dean, 2011). The theories include classical conditioning theories, social theories, and operant conditioning (Silverhorne, 2004). The theories outlines that, there are deviant aspects that have affected organization performance when projects are assigned to them. Factors on which behavior depends Behavior of a group or an individual depends upon the characteristics of a person and the environment. The formula outlines that B (Behavior) = f (P (person), and E (Environment)). The person development requires development of skills, capabilities, perceptions, and values. It has been established that, people perceive the world differently, and the gap between different perceptions should be reduced and directed towards generating benefits within an organization. Existence of skills gaps is a big challenge that needs to be reduced to enable the organization to achieve its goals (Dean, 2011). Resources allocation should be supplied in combination with relevant skills. Together with various challenges, personality development of individuals should be developed to be more relevant to the recent developments and demands in organizations (Silverhorne, 2004). Once an individual develops good altitudes towards work, it becomes very easy for him or her to understand what the philosophy of the organization states, and what the company requires of their employees (Diskiene & Gostaitus, 2010). The environment in which one lives, and works determines how one behaves, and the input that one contributes to the organization (Bradshaw, 2012). Result oriented persons are more effective in organizations because they normally help in achieving empirical results when need arises, and when projects are assigned to them (Dean, 2011). Job description is done after evaluating capabilities of individuals during employment and during the advertisements. Personal life development is shaped by environment and there have been theories that have been defined as having a full control of what human beings undergo when they are exposed to different environments. Practices in one region may be totally different in regions and the variations cuts across individual physical and mental development (Silverhorne, 2004). Values are looked at as factors that determine whether a company will make advances or not (Diskiene & Gostaitus, 2010). Identifiable effects of values on organization and individual behavior Values have bee n defined as trans-situational and most desirable elements, targets, goals, and significance (Bradshaw, 2012). The values are important in both human lives and values change among different people and they vary with prevalence of circumstances. The circumstances are not only constant but they go in hand with variations of circumstances in the outside world. Categories of values Scholars have developed theories and they have ended up classifying the two values into broad classifications. The first category include instrumental values which includes in most cases is used to refer to different modes of behavior. It has also been established that these behavioral characteristics vary greatly among individuals and groups (Bradshaw, 2012). Instrumental values depend upon capabilities of individuals, and groups in terms of their understanding of the external world (Diskiene & Gostaitus, 2010). They include political, social, economic, theoretical, and aesthetic values. Social status shapes someone to adopt different behaviors which he or she, may end up showing or presenting them at workplace (Dean, 2011). These values should be integrated to suit the interests of an organization, while at the same time meeting the interests of employees. Biasness should be prevented at all times by considering all suggestions, views, and ideologies from different employees before an effective and reliable decision is made. Person at workplaces gain experiences through their personal interactions and work experiences (Diskiene & Gostaitus, 2010). Other values include terminal values which are gained when develop wisdom after learning or after practicing the necessary goal requirements (Dean, 2011). Wisdom is a great utility that is required by any individual either after learning or before learning. When individuals share their experiences, they exchange their ideologies, and at the end, their mental states changes to suit external requirements (Diskiene & Gostaitus, 2010). Wisdom is built every time when employees interact at different places during their work or during their leisure times (Dean, 2011). Many people have been looking at how they can effectively put in place various measures that can direct their knowledge towards achieving government goals, and meeting targets. Recently, there have been developments that have been outlined to streamline operation of organizations but the challenge has been towards ensuring that wisdom, and knowledge of individuals concerned is integrated towards meeting organizational demands, and prospects (Bradshaw, 2012). As such, terminal values determine whether an individual is relevant enough at his workplace or not (Meglino & Ravlin, 1998). Sometimes the knowledge gained while training is not directly applied while working at workplace, and the most important thing is to establish frameworks that ensures that the gained ideologies and skills while training is given out directly to people (Diskiene & Gostaitus, 2010). Perceptions Every human being, whether learned or illiterate, would always like to look differently at what happens in organizations, there have been several employees who have always given their views regarding the organizational structures, and for sure, they have been in a mess (Dean, 2011). Either, their perceptions is wrong, or is intertwined between several factors that do not allow them to take the changes (Diskiene & Gostaitus, 2010). A structure should reflect normal operation of an organization, or should be able to factor in the issue of uniformity such that, the laws applies to all stakeholders. It is always to perceive well of the company, if one is to remain attached to the welfare of the organization. There have been flaws and divergence informs of what should be done, and how the employees think should be done (Bradshaw, 2012). Being committed to an organization has been part of what should be done when there is a gap in evaluation and monitoring of skills among stakeholders. The gap should be reduced by addressing the challenges that have affected delivery of services during planning, implementation, monitoring, and evaluation processes. Perceptions of different people vary with culture, and it has not been so far established whether, the perceptions are some how imaginations. Other effects Skills No single organizations is said to have employed employees of the same skills. This means that, people have different skills, and experiences and all this has always depended upon, their prior training and experiences (Dean, 2011). Many people have been trained differently and even in the same college, they have achieved their skills from different scholars, professors, tutors, technicians, and skilled personnel. Man organizations have shown different behaviors altogether because there are serious gaps that exist between the skills. The overall challenges put the organization at risk of not being able to achieve good results within the specified timeframes. Some projects being conducted by organizations have been dismissed on grounds that, most of them are done poorly without prior consent (Bradshaw, 2012). This scenario has left many companies and governments to accuse organizations that they lack necessary lacks. The main reason has however been evaluated by experts to be resulting from poor integration of skills towards implementation of skills (Dean, 2011). Experienced individuals should be integrated together with young skill men who have new perceptions on how projects should be evaluated. Unnecessary delays and dismissal of projects should be avoided all times, to avoid extra charges and costs that may result thereafter. Emotional effects Emotions are known to be reactions that individuals present when they experience different divergent resistances in organizations or when there are conflicts of interest that arise from colleagues, supervisors, managers, or chief officers (Dean, 2011). It has been evaluated by researchers that, there are different effects that are caused by values on organization practices, and existence (Weese, 1995). Emotion is considered one of the aspects that bring about extended chaos, mumbling, and conflicts of interests among employees and the senior management (Meglino & Ravlin, 1998). Conclusion Different theories have been outlined to define the challenges that happen when values are not concretely incorporated in management of social, political, theoretical, and political set-ups. Cultural has shaped people to behave differently, in the conceptual world, but there should be frameworks to combine these skills, and knowledge in order to enable advancements of organizational set-ups. All skills available among employees should be integrated to ensure that all operations of the company work well to generate benefits of a company. Many organizations have failed to meet their targets because there are several variabilities that exist between values, and which dominates across the ages, and generations. With the current globalization, different generations should be employed from different backgrounds or regions to super see the implementation of several projects on the international scale, a universal culture is needed to shape the earth as a common dwelling place for man, and there should be minimal chaos during the organizational implementation. Proper resource allocation in relation to skills should be done to ensure that, there is continuity of activities that happens when age, experience, and age is integrated to work together for the betterment of organizational activities. Reference Bradshaw, A. (2012). Putting alignment to work to drive positive organizational outcomes. Degarmo Group. I-7. Dean, K.W. (2011). Values-based leadership: How our personal values impact the workplace. Retrieved from http://www.valuesbasedleadershipjournal.com/issues/vol1issue1/dean.php Diskiene, D. & Gostaitus, V. (2010). Relationship between individual and organizational values and employees’ job satisfaction. Current Issues of Business and Law, 5(2): 295-319. Meglino, B. M. & Ravlin, E.C. (1998). Individual Values in organizations: Concepts, controversies, and research. Journal of Management, 24(3): 351-389. Silverhorne, C. (2004). The impact of organizational culture and person-organization fit on organizational commitment and job satisfaction in Taiwan. Leadership & Organizational Development Journal, 25(1): 592-599. Weese, W.J. (1995). Leadership and organizational culture. An investigation of big ten and mid-American conference campus recreation administrators. Journal of Sport Management, 9(1): 119-134. Read More