Personal Values

Personal set argon beliefs, missions, or philosophy that is meaningful on a one-on-oneised aim. They be reinforced by emotions and feelings, which turn mental perceptions into vital passions that we hope to realize in our lives. Whether we be consciously aware of them or not, e really one-on-one has a core out set of person-to-personized determine. whatsoever our determine are, when we cause them to heart and implement them in our lives, great accomplishments and success happens. When we implement, commit to, and apply individualized set in our lives, expertness is released that attracts success, pass onment, and well- macrocosm. most of the more common personal appraises include accomplishments, freedom, prosperity, success, friendship, punctuality, self-reliance, charge for others, harmony of purpose, account dexterity, quality of persist, goodwill, reli force, goodness, cleanliness, commitment, creativity, customer satisfaction, equality, loyalty, justi ce, resourcefulness, family, independence, spirit, hard work, and faithfulness. People relate to personal values in a number of slipway thoughtful large number continu totallyy think some those things they cherish and believe in, eyepatch the powerful are motivated and driven to implement personal values in their lives.Interestingly, not nevertheless do values energize us, but when we implement them, it energizes everything we come in contact with. Personal values drives and motivate us to move away in life, which in turn enables progress. Whether they drive our give birth individual lives in a convinced(p) direction, improve the economic, mixer, and ethnic conditions of a nation, or move society forward in a path of progress, personal values are important in our lives. We all strike values that determine our decisions and legislate our lives. Accomplishments in life depend not tho on animal(prenominal) energy, but besides on the psychological energy we are able to bring to our actions.Personal values also direct our psychological energies for accomplishment. The quality of the values we emb line of achievement and the intensity of our commitment to them determine the train of our accomplishment in life. value, personal values, and core values all refer to the same thing. They are desirable qualities, standards, or principles that are the driving forces in our lives, and also influence our actions and reactions. They are inherited, and/or learned from our environment. knowing your values helps you to follow a clear set of rules and guidelines for your actions, make good decisions, nd choices, find congenial people, places, and things that support your way of living, live with integrity, learn to identify and live from your values, and to manage stress (Ibtissem, 2010). ethnic Values Cultural values are sets of common understandings around which actions are organized, and the finding of expressions in language, whose finer distinctions ar e peculiar to the group. They are sets of meanings shared by a group of people that are largely inferred among members, and are clearly relevant, and distinctive to the particular group. Cultural values are also passed on to new members.These values are systems of knowledge, standards for perceiving, believing, evaluating, and acting that serve to relate human comm unities to their environmental settings (Khalil, & Seleim, 2010). They are also deeper levels of basic assumptions and beliefs that are learned responses. Any amicable system arising from a network of shared ideologies consisting of substances the networks of meaning associated with ideologies, norms, and values, and forms the practices where the meanings are expressed, affirmed, and communicated to members, defines the cultural values of an organization.Culture is what naturally emerges as individuals transform themselves into social groups. A polish encompasses distinct unmistakable forms language, use of symbols , ceremonies, customs, methods of problem solving, use of tools, or technology, and design of work settings that groups of people realise through social interaction, and use to confront the broader social environment. Culture fuck be characterized as consisting of three levels the first and about visible level is demeanors and artifacts, which consists of behavior patterns and outward manifestations of the culture.This is the privileges provided to executives, dress codes, level of technology utilized, and where it is utilized, and the physical layout of the work spaces. Artifacts and behavior also tell what a group is doing, but not the reasons why. The second level of culture is its values. The cultural values determine behaviors, but values are not directly observable, as behaviors are. in that respect is a disaccordence amid stated values and operating values. To really understand culture, we founder to get to the deepest third level, the level of assumptions and belief s.Underlying assumptions grow out of values, until they are postulaten for granted and discarded. Many are unwitting of, or unable to articulate their beliefs and assumptions. To understand culture, all three levels form to be understood (Vauclair, 2009). There is an additional aspect that may complicate the study of culture the group or cultural unit which owns the culture. An organization may fool many unalike cultures or subcultures, or even no apparent(a) dominant culture at the organisational level. Recognizing the cultural unit is essential to identifying and understanding the culture. organizational cultures are created, maintained, or transformed by people, and by organizational leadinghip (Khalil, & Seleim, 2010). Leaders at the executive level are the principle source for the re-infusion of an organizations ideology, articulation of core values, and the special(prenominal)ation of norms. Organizational values express preferences for trustworthy behaviors or certa in outcomes, and organizational norms express behaviors accepted by others. They are the culturally acceptable ways of pursuing goals. Leaders also establish the boundaries for the formal lines of communication, and the formal interaction rules for the organization.Values and norms, once contractable through the organization, establish the permanence of the organizations culture. Groups, societies, or cultures involve values that are largely shared by their members. These values identify those objects, conditions or characteristics that members of the society consider important. Values are related to the norms of a culture, with the norms being the rules for behavior in specific situations, and the values identify what should be supposed as good or evil. Members take part in a culture even if each members personal values do not entirely agree with some of the normative values of the culture.This reflects an individuals ability to integrate and extract aspects valuable to them fro m the nonuple of sub-cultures they belong to. If a group member expresses a value that is in serious conflict with the groups norms, the groups spot may carry out various ways of encouraging treaty or stigmatizing the non-conforming behavior of its members. ordinarily held standards of what is acceptable or unacceptable, important or unimportant, unspoiled or wrong, workable or unworkable, in a community or society, is determined by cultural values.These values determine the ideas about what is good, right, fair, and just. Creating a culture topicd on moral excellence requires a commitment among managers to embody and develop two qualities in their leadershiphip virtue and wisdom. Creating an organization characterized by moral excellence is a lengthy process, because it involves changing the organizational culture (Vauclair, 2009). One of the primary responsibilities of strategical leadership is to create and maintain the organizational characteristics that reward and enco urage collective efforts, with the most fundamental of these being the organizational culture.An organizations culture develops to help cope with the environment. Organizational leaders are confronted with many complex issues during their attempts to generate organizational achievement. Their success depends to a great extent on understanding organizational culture. Many of the problems that organizational leaders face are caused by their inability to read and evaluate organizational culture. Many leaders, when trying to implement new strategies or a strategic figure leading to a new vision, will discover that their strategies will fail if they are inconsistent with the organizations culture.Difficulties with organizational transformations arise from failures to analyze an organizations existing culture. Strategic leaders have an additional set of challenges they have to create the means, and the opportunities to infuse their employees with new ways of looking at themselves, and t heir capabilities. Leaders new ideologies and values need to be communicated effectively, internalized by employees, and consequently translated into productive methods of thinking, and working. Organizations consist of subgroups that have specific characteristics and a sense of identification.Within organizations, people can easily classify themselves and others into various social categories or groups based on identification with their primary work group, occupational, or professional skills, or union membership. Subgroups in organizations can and do create subcultures that comprise specific networks of meaning, and they remain associated with the ideologies and values of the organizations leadership. Organizations do not always have standardized or consistent subcultures. The social products produced by subcultures within organizations can be widely diverse, and even result in countercultures.These countercultures can have both productive and unproductive outcomes. The key to a countercultures success is the groups ability to demonstrate how its unconventional behaviors are consonant with the core ideologies, values and norms of the dominant culture. Cultures provide members with a reliable means to interpret a highly vague environment. It is the organizations leaderships responsibility to specify the features of the environment that are relevant to the organization, and then provide the supporting assumptions, and rationale for its operating strategies.Leadership should recognize that their cultural messages should specifically address cultural uncertainties associated with subculture practices within the organization, and limit their attempts to eliminate distinctions that are important to the subcultures identities. They would have a better chance of creating, or transforming an organizations culture if they accept, and foster productive organizational subcultures, and consistently communicate how employees mustiness behave in order for the organizati on to achieve its objectives.Cultural change then relies on leaders communication techniques that shroud sub cultural boundaries and carry messages about ideologies, values and norms that can be internalized by all employees. Cultural forms function as the linking mechanism by which networks of understandings develop among employees. These cultural forms act as a mean(a) for communicating ideologies, values, and norms. They also enable leaders to transmit messages about desirable behaviors to influence thinking and ways of behaving.Cultural forms also address the emotional aspects of organizations that are commonly referred to as cohesion or camaraderie. deep cultural change will occur if leaders correctly analyze the organizations existing culture, and evaluate it against the cultural attributes needed to achieve strategic objectives. They must first possess a clear understanding of the strategic objectives for their organization, and then identify the actions needed to reach th ose objectives. The next step is to treat an analysis of the organizations existing ideologies, values and norms.Strategic leadership needfully to be transformational if it is to serve the organization, and it must operate from a foundation of high godliness and ethical practices. Even though culture is deep seated, and difficult to change, leaders can influence or manage an organizations culture. It isnt easy, and it cannot be done rapidly, but leaders can have an effect on culture. An understanding of culture, and how to transform it, is a crucial skill for leaders trying to achieve strategic outcomes.Strategic leaders have the best perspective, because of their position in the organization, to see the dynamics of the culture, what should remain, and what needs transformation. This is the essence of strategic success. Values and morals are one of the most important characteristic of an individual. They basically define who we are and what we believe. There are many factors th at determine our values and ethics. Culture, religion, and many other factors shine our beliefs. Many times our values and ethics can clash with different people who hold different views and beliefs.This doesnt mean our values or ethics are wrong it just means we think otherwise than others. Most people have a good sense of ethics and values. Knowing between right and wrong is a good foundation to practicing good ethics and morals. Family members, Grandparents, friends, and school teachers all influence our thoughts and beliefs. educational Values Education is not all about book learning and passing exams, it is also about developing personal values and living these values. Ethical Values To behave ethically is to behave in a manner that is consistent with what is generally considered to be right or moral.Ethical behavior is the bedrock of mutual trust. Values are what we believe to be right, individually or organizationally. Values distinguish between right and wrong, and doing what is right or wrong is what we mean by ethics. The first place to look in determining what is right or wrong is society, because almost every society makes some determination of chastely correct behavior. Societies not only regulate the behavior of its members, but also define their societal core values. Experience lead societies to develop beliefs about what is of value for the common good.Societies may differ from one another(prenominal) in the specifics, but not in the general principles reciprocity one good deed deserves another, the whimsy of good intent a persons word is their bond, or the appreciation of merit in others regardless of personal feelings give the devil his due. To determine what is generally considered to be right, look at the positive values of society and the organizations one belongs to. Societal or organizational norms are other aspects that should also be considered.Norms are the unstated rules, usually informally reached by the members of a group, which govern the behavior of the groups members. Norms often have a greater effect on what is and isnt done by the members of a group than formal rules and regulations. Norms are a important part of ethics, in that they allow and/or even encourage certain OK behaviors that are not in keeping with societal or organizational stated values. Ethics and morality are important for individuals, groups, organizations, and society. they should also be important for public officials, and for very much the same reasons.Some very important individual, group, organizational, and/or societal ethical values are basic honesty and conformity to law conflicts of interest service orientation and procedural fairness the ethics of democratic responsibility the ethics of public policy determination and the ethics of compromise and social integration. People behave wrongly because of the complexity of the strategic issues that may cross that ethical line, difficulty in determining what the most ethical alternatives are, disputation for scarce resources, power, or positions, conflicting loyalties, groupthink, is.There are several systemic factors also contribute to people behaving unethically the competition for scarce resources, trying to gain a competitive advantage in the race for position or power, conflicting loyalties, groupthink among homogeneous groups with strong leaders, the presence of ideologues, or individuals who view their own organic positions as right and any opposing positions as wrong, and an organizations negative response to dissent.Organizational members have only three choices when confronted with unethical behavior Exit, the most direct response, means if you cant live with behavior that does not chance your own ethical standards, leave. Voice, means expressing discomfort with and opposition to the observed unethical behavior. Go public, to engage in whistle blowing. The final response to unethical behavior in an organization is loyalty, the alternative t o exit. Instead of leaving, the individual remains and tries to change the organization from within.An organization cannot maintain high ethical standards without ways for eliminating unethical behavior. The locomote to building an ethical humour, and to foster corporate ethics (1) Determine the actions of strategic leadership and the ways they admit with ethical issues. The pattern of top leaders behavior determines organizational values. (2) Make explicit ethics policies. (3) Increase cognisance of how to apply ethical codes. (4) Training on how to deal with situations with an ethical dimension. 5) How to anticipate situations that involve ethical choices. (6) dramatise the information system to focus on areas where ethics may come into play. Knowing what actually is discharge on in the organization is essential to understanding the ethical principles which govern behavior. The information system should also support ethical behavior, and allow the strategic leader to know wh en or where there are authorisation ethical breaches so that corrective action can be taken.There is real danger when unethical behavior goes unnoticed, or unpunished, members will assume it is excused by the organizations leadership. Encouraging leaders to pursue their own moral development is censorious at higher levels because strategic leaders set the moral temper for the organization. pedigree ethics is the application of the disciplines, principles, and theories of ethics on the organizational level. These are the principles, and standards that guide behavior in the business environment.Ethical behavior in business is critical. When businesses are charged with infractions, and when employees of those firms come under intelligent investigation, there is concern raised about the moral behavior of that business. The level of mutual trust, which is the foundation of our free-market economy, is threatened. Business ethics is also concerned with the day-to-day ethical dilemmas faced by millions of workers at all levels of an organization. any people have their own sets of personal values that come from society, families, religions, and experiences. Ethical dilemmas can arise when those personal values conflict directly with the companys practices. Organizations can manage their culture and ethical climate by trying to hire employees whose values match their own. Some firms even measure potential employees values during the hiring process and strive to choose individuals who fit within the ethical climate rather than those whose beliefs and values differ heartyly. Family ValuesSome of the more common family values are belonging, it is important that each member of a family feel that they are loved, that they belong and that they matter flexibility, the order, schedules and structure of the family that helps to maintain a level of sanity respect, to take feelings, thoughts, needs, and preferences in to account when reservation decisions acknowledging and valuing everyones thoughts, feelings and contributions to the family as a whole honesty, the foundation of any relationships that are meant to last forgiveness, forgiving is an important choice to make (yes, choice) generosity, giving without thinking about what you will run into is an important value for anyone wanting to be a responsible, contributing ember to society curiosity, which helps to build critical thinking skills, includes the spoken word, tone, volume, expression, eye contact, body language and effective listening responsibility is something that is learned and traditions, which makes a family unique (Arnier, & Stein, 1998).Religious Values Religion plays a vital role in our lives and in reinforcing personal values. It does not matter what our religious preferences are, personal values are formed and reinforced through religious teachings. Tolerance, honesty, truthfulness, respect for others and elders, purity are some of the values formed and reinforced through relig ious teachings. Organizational Values Organizations and institutions have values and ethics are that are central to its existence. Often time, there are one or more business values that are the key to a businesss success.Examples are Sears commitment to trusting the customer, Apple Computers belief in the value of solving the problems of society, or the Marriotts value of systemization and standardization. Values are those things important to or cherished by someone, whether they are an individual or an organization. Organizational values are important to its vision, which is based on and consistent with the organizations core values. Organizational values are more than terminology they are the moral, ethical, and professional attributes of character, and what professionals judge to be right. These core values must be instilled in all organizational members. They determine our character, guide our lives, and are central to our profession.Some of the more common organizational valu es loyalty, duty, honesty, selfless service, professionalism, caring, teamwork, stewardship. and integrity. When these values are shared by all organizational members, they can be very important and useful tools for making judgments, assessing probable outcomes of contemplated actions, and choosing among alternatives. Organizational values put all members on the same page with regard to what all members as a body consider important. These values are the embodiment of what an organization stands for, and should be the rump for the behavior of its members. When we implement, commit to, and apply personal values in our lives, energy is released that attracts success, achievement, and well-being. With organizations and nstitutions employees, customers, products, services, and all the stakeholders, their energy attracts success, new opportunities, new sources of revenue and income, and other material and psychological benefits. In some organizations, any disagree by its members may be rewarded by termination, or they may be expelled, or ostracized from the group. Group members pronto learn the operating values, or they dont survive for long. To the extent they differ from stated values, the organization will not only suffer from doing things less effectively, but also from the cynicism of its members, who have yet another reason for mistrusting the leadership, or doubting its wisdom.Organizational values provide the basis for judgments about what is important for the organization to succeed in its core business. There are three aspects to ethical behavior in organizations the development of the individual as an ethical person, the effect of the organization as an ethical or unethical environment, and the actions or procedures developed by the organization to encourage ethical behavior and discourage unethical behavior. Most of an individuals ethical development occurs in advance entering an organization. The influence of family, church, community, and school wi ll determine individual values. The organization is dealing with individuals whose value base has already been established.The organization also has a major impact on the behavior of its members, and can have a positive or negative influence on their values. There are three qualities individuals must possess to make ethical decisions the ability to recognize ethical issues and to reason through the ethical consequences of decisions, the ability to look at alternative points of view, deciding what is right in a particular set of circumstances, and the ability to deal with ambiguity, uncertainty, and to make decisions on the best information available. Individual characteristics and organizational influence are very important attributes that determines ethical behaviors.The ethical standards that one observes in the organization will have a significant effect on individual behavior. The organization has the greatest impact in the standards it establishes for ethical and unethical cond uct in its formal reward systems. Informal norms also have a strong influence on individuals behavior as do the actions of the leaders of the organization. Strategic leaders must understand that their actions, more than words alone, will determine the operating values in the organization. Many people behave ethically, in wound of the apparent lack of gain. Ethical behavior is intrinsically rewarding most people behave ethically because its the right thing to do. People are guided by their personal value systems.