OB 4visit Us at Management - Umakant.info
OB 4visit Us at Management - Umakant.info
OB 4visit Us at Management - Umakant.info
Values, Ethics,
and Emotions
McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Values
Values and
and Ethics
Ethics at
at The
The Warehouse
Warehouse
McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Values
Values Defined
Defined
McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Forms
Forms of
of Workplace
Workplace Values
Values
Espoused vs.Enacted
Espoused are values we want
others to believe we hold
Enacted are values-in-use,
what we actually practice Courtesy of The Warehouse
McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Importance
Importance of
of Values
Values at
at Work
Work
Globalization
Increasing awareness of and
sensitivity to different values
across cultures
Replacing Direct Supervision
Potentially aligns employees’
decisions and actions with
corporate goals
McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Individualism- Collectivism
Individualism
United
States Collectivists tend to:
1. Identify themselves by
group membership
Germany 2. Give priority of group goals
3. Put more emphasis on
harmonious relationships
Japan
4. Have more socially-based
emotions (indebtedness)
China
Collectivism
McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Power Distance
High Power Distance
Malaysia
The degree that people
accept an unequal
France distribution of power in
Japan society
United
States
Germany
McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Uncertainty Avoidance
High U. A.
Singapore
Low U. A.
McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Achievement-Nurturing
Achievement
Japan
Nurturing
McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Long/Short-Term Orientation
Long-Term Orientation
China
Russia
Short-Term Orientation
McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Three Ethical Principles
Utilitarianism
Greatest good for greatest number
Individual Rights
Fundamental entitlements in society
Distributive Justice
Inequality must have equal access
Inequality must benefit the least well off
McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Influences on Ethical Conduct
Moral intensity
Degree that issue demands ethical principles
Ethical sensitivity
Ability to recognize the presence and determine
the relative importance of an ethical issue
Situational influences
Competitive pressures and other conditions
affect ethical behavior
McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Emotions Defined
McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Model of Attitudes and Behavior
Beliefs
Attitude Emotional
Feelings Episodes
Behavioral
Intentions
Behavior
McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Emotional Labor Defined
McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Emotional Labor Issues
McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Emotional Intelligence at VA Medical
McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Emotional Intelligence Dimensions
Self-
Awareness
Social Self-
Skill Emotional Regulation
Intelligence
Self-
Empathy
Motivation
McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Job Satisfaction and Behavior
McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Job Satisfaction and Customers
McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Employee-Customer-Profit Chain
Org.
Org.
Practices
Practices
•• Less
Less •• Satisfied
Satisfied
turnover
turnover Customer’s
Customer’s customers
customers
Satisfied
Satisfied
Perceived
Perceived
Employees
Employees •• Consistent
Consistent •• Customer
Customer
service Value
Value referrals
service referrals
Higher
Higher
Revenue
Revenue
Growth
Growth
and
and Profits
Profits
McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Organizational Commitment
Affective commitment
Emotional attachment to, identification
with, and involvement in an organization
Continuance commitment
Belief that staying with the organization
serves your personal interests
McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Building Organizational Commitment
McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.