THE ORGANIZATION’S CULTURE AND VALUES
ORGANIZATION’S CULTURE – it is an amalgam of:
Shared values; a common mindset; characteristic
behavior – “ The way we do things around here”, and
symbols of various kinds.(A.D. Souza)
THE ORGANIZATION’S CULTURE
1. SHARED VALUES – are standard by which
members of an organization collectively see as
important. Therefore they tend to guide behavior,
relationships and interactions.
2. COMMON MINDSET – or paradigm consists of a
set of shared consumptions or belief. For a long
time, the only sensible policy for labor
management relationship was confrontation
because it was believed that workforce was led by
radical socialistic or communistic unions.
3. CHARACTERISTIC BEHAVIOR
• Includes the following
a. Management Style:
- the decision making style collaborative or
autocratic?
- are managers available and approachable?
- do managers practice “management by
walking around. (MBWA)
b. Relationships:
- do people address each other formally or
informally?
- do people interact across different levels in
the organization?
- do people relate each another socially as well
as at work?
c. Dress
- are people expected to wear formal business
dress?
4. Symbols:
a. Symbols:
- Image, i.e., use of green to symbolize concern
for the environment.
THE ORGANIZATION’S VALUES
“ Every excellent company we studied is clear on what
it stands for, and takes the process of value-shaping
seriously. In fact we wonder whether it is possible to be
an excellent company without having the right sort of
values” (Peter and Waterman)
Core organizational values are understanding
about:
- What is most important?
- How to treat other people?
- How to work together?
In most organizations, core values are understood or
assumed but seldom discussed. Exploring and
discussing values enhances harmony and teamwork.
Values that remain unclear or unexplored can create
tension or conflict and make people feel understood,
confused or frustrated
Values provide an anchor when an organization or
individual is buffeted by storm of change. They are the
moral compass that give direction when things get
rough. They are a guide to help you reach your
destination – your vision and mission.
IMPACT ON ORGANIZATION
1. Create an atmosphere of common purpose and
trust.
2. Clarify goals and ways those goals will be
achieved
3. Set priorities and sort out information overload
4. Provide a clearer purpose for performance
feedback
5. Indicate which behaviors are acceptable and
appropriate and not.
6. Specify how organization wants to deal with
and be perceived by people outside the
organization
7. Provide guidelines for selecting and orienting
new members or employees who will have to
spend much time identifying and
understanding organizational values
Providing for an excellent service
- Accepting service as a challenge, therefore:
- Respond to the customers in a caring manner at
all times by actively listening to them and
demonstrating empathy by thoroughly
understanding their needs.
- Build customers first and showing genuine
interest in satisfying their needs.
- Develop expert product knowledge and deliver
the product that best meet the customer’s
needs.
- Conduct all business with honesty, integrity and
in an ethical manner.
- Project a professional image by maintaining a
professional office appearance and in personal
dress and manners.
DECLARED AND OPERATIVE VALUES
TWO CRITICAL PARTS OF VALUES (ANTHONY D’
SOUZA)
1. Intended or declared values – exist in the
corporation’s policies and mission statement.
2. Operative or lived values – are lasting and
are lived from day-to-day by the members.
(People are our most valuable assets / The customer is
always right/king)
VALUES HELD AND PRACTICED CONSISTENTLY
• Once values have been clarified, they must be
held and practiced consistently. Putting them into
practice becomes most difficult at times.
• Values must be both understandable and
attainable. At least members of the organization
must constantly aspire to practice them.
 • Values are the bedrock of exceptional “Outsiders observe these organizations, trying to
performance. uncover their competitive advantage, but they look in
the wrong places. It is not the obvious visible elements
SOME SUGGESTED CORE VALUES YOUR like product lines, manufacturing processes, or even
ORGANIZATION HOLD OR SHOULD HOLD. individual talented people that create the identity of
1. prosperity, patience, punctuality the effective organization. It is the intangible values
2. Unity that make the difference. What too many observers do
3. Prop-people, pro peace not realize is that without values, it is impossible to
4. Loyalty to God and Country build a truly effective-team or to become a truly
5. Empowerment effective leader.” (Paul J. Meyer, Rex C. Houze and
6. Accountability Randy Shechta, Bridging the Leadership Gap, 1998)
7. Dignity and dedication
8. Integrity and honesty
9. Nobility
10. Generosity
11. Excellence
12. Discipline
13. Good governance
14. Effectiveness and efficiency
15. Quality
16. Understanding and goodwill
17. Action oriented
18. Leadership
19. Innovation and ingenuity
20. Truthfulness
21. Youthfulness
22. Responsibility
23. Empathy
24. Love
25. Environmental concern
26. Valor
27. Academic freedom
28. Nationalism
29. Teamwork
30. Equality
31. Democracy
32. Uniqueness
33. compassion, commitment
34. Accommodating
35. Temperance
36. Idealism
37. Openness
38. Negotiating

While you can create an impressive list of values to

consider, it’s important that you identify your core
values – those that are central in your character and
that of your organization.

“Without core values as the foundation, a leadership

bridge is impossible to construct. A values-driven
organization, however, builds for itself a lasting bridge.
Through values-centered leadership, it distinguishes
itself from its competitors in its ability to survive and
thrive. A value – driven organization is more likely to
know what it stands for and thus maintain momentum
over time .