Values+Based+Organization Ass#3

8/2/2019 Values+Based+Organization Ass#3

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Cairo university

Faculty of commerce

Business administration department

MBA program-second year-English

Organization Development

Value Based

Organization [VBO]Definitions and process

Mohamed Ahmed Mohamed Salem

12/8/2009


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Value Based Organization [VBO]

By: Mohamed Ahmed Mohamed Salem Page 2

Values Based Organization [VBO]

Definitions

Values are traits or qualities that are considered worthwhile; they

represent an individuals highest priorities and deeply held driving

forces.

Value statements are grounded in values and define how people want

to behave with each other in the organization. They are statements

about how the organization will value customers, suppliers, and theinternal community. Value statements describe actions that are the

living enactment of the fundamental values held by most individuals

within the organization.

Vision is a statement about what the organization wants to become. The

vision should resonate with all members of the organization and help

them feel proud, excited, and part of something much bigger than

themselves. A vision should stretch the organizations capabilities and

image of itself. It gives shape and direction to the organizations future.

Mission/Purpose is a precise description of what an organization does. It

should describe the business the organization is in. It is a definition of

"why" the organization exists currently. Each member of an organization

should be able to verbally express this mission.

Strategies are the broadly defined four or five key approaches the

organization will use to accomplish its mission and drive toward thevision. Goals and action plans usually flow from each strategy.

One example of a strategy is employee empowerment and teams.

Another is to pursue a new worldwide market in Africa. Another is to

streamline your current distribution system using lean management

principles.

We recommend that we start developing this strategic framework by

identifying our organizations values. Create an opportunity for as many


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people as possible to participate in this process. All the rest of our

strategic framework should grow from living these.

What are Values?

The following are examples of values. We might use these as the starting

point for discussing values within our organization.

ambition, competency, individuality, equality, integrity, service,

responsibility, accuracy, respect, dedication, diversity, improvement,

enjoyment/fun, loyalty, credibility, honesty, innovativeness, teamwork,

excellence, accountability, empowerment, quality, efficiency, dignity,

collaboration, stewardship, empathy, accomplishment, courage,

wisdom, independence, security, challenge, influence, learning,

compassion, friendliness, discipline/order, generosity, persistency,

optimism, dependability, flexibility

Why Identify and Establish Values?

Effective organizations identify and develop a clear, concise and shared

meaning of values/beliefs, priorities, and direction so that everyone

understands and can contribute. Once defined, values impact everyaspect of our organization.

We must support and nurture this impact or identifying values will have

been a wasted exercise. People will feel fooled and misled unless they

see the impact of the exercise within our organization.

If we want the values that we identify to have an impact, the following

must occur.

People demonstrate and model the values in action in their personalwork behaviors, decision making, contribution, and interpersonal

interaction.

Organizational values help each person establish priorities in theirdaily work life.

Values guide every decision that is made once the organization hascooperatively created the values and the value statements.


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Rewards and recognition within the organization are structured torecognize those people whose work embodies the values the

organization embraced.

Organizational goals are grounded in the identified values. Adoption of the values and the behaviors that result is recognized in

regular performance feedback.

People hire and promote individuals whose outlook and actions arecongruent with the values.

Only the active participation of all members of the organization willensure a truly organization-wide, value-based, shared culture.

Values form the foundation for everything that happens in our

workplace. It permeates the workplace. We naturally hire people who

share our values. Whatever our value, will largely govern the actions of

our workforce.

Sample Workplace Value-based Actions

If we value integrity and we experience a quality problem in our

manufacturing process, we honestly inform our customers of the exact

nature of the problem. We discuss our actions to eliminate the problem,

and the anticipated delivery time the customers can expect. If integrity isnot a fundamental value, we may make excuses and mislead the

customers.

If we value and care about the people in our organization, we will pay

for health insurance, dental insurance, retirement accounts and provide

regular raises and bonuses for dedicated staff. If we value equality and a

sense of family, we will wipe out the physical trappings of power, status,

and inequality such as executive parking places and offices that grow

larger by a foot with every promotion.

Whatever our Value Is What we Live in our Organization

I know, as an individual, what I personally value. However, most of us

work in organizations that have already operated for many years. The

values, and the subsequent culture created by those values, are in place,

for better or worse.


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If we are generally happy with our work environment, we undoubtedly

selected an organization with values congruent with our own. If we're

not, watch for the disconnects between what we value and the actions

of people in our organization.

As an HR professional, we will want to influence our larger organization

to identify its core values, and make them the foundation for its

interactions with employees, customers, and suppliers. Minimally, we

will want to work within our own HR organization to identify a strategic

framework for serving our customers that is firmly value-based.

Strategic Framework

Every organization has a vision or picture of what it desires for its future,

whether foggy or crystal clear. The current mission of the organization

or the purpose for its existence is also understood in general terms.

The values members of the organization manifest in daily decision

making, and the norms or relationship guidelines which informally

define how people interact with each other and customers are also

visible. But are these usually vague and unspoken understandings

enough to fuel our long term success? I dont think so.

Every organization has a choice. We can allow these fundamental

underpinnings of our organization to develop on their own with each

individual acting in a self-defined vacuum. Or, we can invest the time to

proactively define them to best serve members of the organization and

its customers.

Many successful organizations agree upon and articulate their vision,

mission or purpose, values, and strategies so all organization members

can enroll in and own their achievement.

Process

Values exist in every workplace. Our organizations culture is partially

the outward demonstration of the values currently existing in our


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workplace. The question we need to ask is whether these existing values

are creating the workplace we desire.

Do these values promote a culture of extraordinary customer care by

happy, motivated, productive people? If not, we need to launch amajor culture program, with the following steps:

1. Identify the values that currently exist in our workplace;2. Determine (assess)if these are the right values for our

workplace; and

3. Change the actions and behaviors by which the values aredemonstrated, if necessary.

To really make a difference in our organization, we need to do all the

three above.

Values Development Process

How to develop and articulate shared workplace values? While the focus

is on values identification and alignment, we can use this process to

develop any product or course of action that needs widespread support,

enrollment in, and ownership from our staff. It is used successfully tohelp organization develop mission statements, visions for the future,

relationship guidelines and norms, prioritized action plans, and

departmental goals.

Steps in a Values Identification Process

To identify organization values, we bring together our executive group

to:

Learn about and discuss the power of shared values; Obtain consensus that these leaders are committed to creating a

value-based workplace;

Define the role of the executives in leading this process; and Provide written material the executives can share with their reporting

staff.
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The Team Culture and Training Team, a cross-functional group of

employees from every level of the organization, asked the executive

group to initiate and lead this process.

Where possible, acting on a desire for change that is percolating from allcorners of an organization, is a powerful assurance of success.

Design and schedule a series of values alignment sessions in which all

members of the organization will participate. Schedule each member of

the organization to attend a three-four hour session. (If the group is

small, it is most effective for all members to meet in one session

together.)

These sessions are most effective when led by a trained facilitator. This

allows each member of our organization to fully participate in the

process. Alternatively, train internal facilitators who lead one session,

and participate in another.

Prior to the values identification and alignment sessions, each leader

must do the following:

Share any written materials as well as the spirit and context of theexecutives values discussion with every individual in your reporting

group.

Promote the rationale for, need for, and desired organizational impactof the process.

Make certain our reporting staff members understand the importanceof their participation in the process.

Assure that every member of our reporting group is signed up for andattends a session.

Answer questions and provide feedback about any staff concerns tothe rest of the executive or cross-functional group leading the

process.

Values Identification Workshop Overview

The facilitator begins the sessions with a brief overview, since the

rationale and process have already been communicated by organization

leaders. Key concepts include the following.


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Each person brings his or her own set of values to the workplace. Sharing similar or agreed upon values at work helps clarify:

--expected behavior and actions to each other and customers,

--how decisions are made, and

--exactly what is important in the organization.

Steps in Workplace Values Identification

During the workplace values identification session, participants begin by

identifying their own individual values. These are the five-ten most

important values they hold as individuals and bring to the workplace

every day. It is the melding of all of the values of the members of our

workforce that creates our current work environment.

This process will be most effective when participants work from the list

of possible values we mentioned above. People voluntarily post the

values that each person has identified as their most important. Then,

everyone in the session walks around to look at the various lists.

This is a learning opportunity and can provide great insight into the

beliefs and needs of coworkers. we can ask people to verbally talk about

their list of values with another individual in a mutual sharing.

Participants then work with a small group of people, from across the

organization, to identify which of their personal values are the most

important for creating the environment the group wants to live in at

work. Participants in the small groups then prioritize these identified

values into a list of five-six they most want to see expressed at work.

When the small groups have completed their task, they share their

prioritized lists with all session participants. Generally, some of the

values appear on each small group list.

In a larger organization, these prioritized lists are tallied across all

sessions for frequency and meaning. In a small organization, in which

everyone is participating simultaneously, prioritize and reach agreement

on the most important values.

Value Statements


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During this session, or in an additional session, participants discuss how

and whether these values are currently operational in our workplace.

People then define each value by describing what they will see in

behaviors and actions when the value is truly incorporated into theorganization belief system and culture. The more graphic we can make

these statements, the better for producing shared meaning. Several

examples of these value statements follow:

Integrity: We maintain credibility by making certain our actions always

match our words.

Respect: We respect each patient's right to be involved, to the greatest

extent possible or desired, in making informed decisions about his or her

health and plan of care.

Accountability: We accept personal responsibility to efficiently use

organization resources, improve our systems, and help others improve

their effectiveness.

Now we know how to identify workplace values and value statements.

Follow-up Process for Workplace Values Identification

Using the work and insights from each values identification session,

volunteers from each session meet to:

Reach consensus on the values; develop value statements for each of the prioritized values; and Share the value statements with all staff for feedback and refinement.Staff will discuss the draft value statements during organization-wide

meetings, where possible. The total group adopts the values by voting

when the organization believes the value statements are complete.

Problems might encounter the implementation (resistance to change)

No matter how well designed and planned our change program is, not

everyone will be singing its praises.


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Employees resist change for a wide variety of reasons, ranging from a

straightforward intellectual disagreement over facts to deep-seated

psychological prejudices.

Some of these reasons for employee resistance may include: belief that the change initiative is a temporary fad belief that fellow employees or managers are incompetent loss of authority or control loss of status or social standing lack of faith in their ability to learn new skills feeling of change overload (too much too soon) lack of trust in or dislike of managers loss of job security loss of family or personal time feeling that the organization is not entitled to the extra effort

For some people resisting change, there may be multiple reasons.

Adding to this complexity is the fact that sometimes the stated reason

hides the real, more deeply personal reason. We will also need to

recognize that people work through a psychological change process as

they give up the old and come to either embrace or reject the new.

Typically, they may experience an initial denial, and then begin to realize

that the change cannot be ignored. Strong feelings may emerge, such as

fear, anger, helplessness and frustration. Finally, the person accepts the

change either negatively, with feelings of resignation and complacency,

or positively, with renewed enthusiasm to capitalize on the changes.

Watch out for employees who get stuck in one phase. Offer our

support. Allow space for people to work through the stages. Give

employees time to draw breath and listen with empathy.

Who are your resisters and how are they resisting?

Change recipients who are dead against the change will either resist

overtly, voicing their objections loudly and often, or covertly. Covert

resisters operate from the underground, masking their defiance, but

posing us a much more serious challenge. We have identified four basic

types of reaction to organizational change. Where do our change

recipients sit?


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EnthusiastsThese change recipients are intrinsically

wedded to the change idea. They may

agree dispassionately that the change will

be of benefit to the organization, or they

may stand to receive some personal gain

from the change, such as a guarantee of

job security, more status or a higher

salary. Enthusiasts will use opportunities

to broadcast approval for the change and

will try to convince others of its merits.

They will also model the new behavior

early and will volunteer for membership

of teams. These early adopters may alsomake good choices as trainers and

coaches during the implementation

process.

FollowersFollowers range from those that are

generally compliant, wishing to take the

path of least resistance, to those that are

initially reticent to adapt, but eventually

do so once they accept the inevitability ofthe change. These change recipients will

do what is required, but no more.

ObjectorsObjectors will display their resistance to

change whenever the opportunity arises.

They may disrupt meetings, not attend

training, take unapproved leave and

refuse to carry out instructions. Objectors

will continue to use superseded systems

and processes when others are taking up

the new ways of doing things. They are

not averse to arguing with managers and

fellow workers and will try to convince

others to continue with the old ways. In a

unionized environment, resistance can

take the form of strikes, lockouts, work

to rule, legal challenges and boycotts.


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UndergroundChange recipients working for the

underground have solid motivations for

not making their resistance public. They

may fear direct punishment, such as

termination or fines, or more personal

costs, such as ridicule or loss of status and

authority. Managers who are against the

change but need to be seen to be in

support of it are prime candidates for

promoting underground resistance. This

style of resistance is, by its nature, always

covert and can take many forms. Common

among these are falsifying reports,inputting incorrect data, stealing,

damaging infrastructure and equipment,

using sarcasm, spreading rumors,

excessive absences, shoddy work and go

slow.

What can we do now? One thing we can do in managing resistance is

work with our key employees to construct a Force Field analysis diagram

using Kurt Lewins Force Field Analysis technique. This will give us a

powerful indication of where we will need to devote our energies.


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Example of a Force Field analysis diagram

Tips for Overcoming Resistance to Change

Treating the forces against change is a more productive use of resourcesthan simply reinforcing the forces for change. Choose the most powerful

of the restraining forces and devote time and energy to weakening

these.

Think of how we could apply the drivers for change we identified in our

analysis to either weakening or eliminating an opposing force.

Show the fiercest resisters whats in it for them. Appeal to them either in

terms of personal gain (such as status, salary bonus, recognition, and soon) or loss avoided (such as financial loss or job outplacement

prevented).

Get customers or suppliers to explain to change resisters face to face

how the current situation disadvantages them in concrete terms.

Put resisters on teams that allow them to play some decision-making

part in the change process, however small.


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Defuse political power plays amongst managers and other employees by

conducting broad-based meetings where goals and tactics are openly

discussed and introduce processes that leave little room for individual

discretion.

Endeavor to look at the world through the eyes of the change resister.

Listen openly and honestly to what they are trying to say. Examine our

own basic beliefs and assumptions. Through engaging resisters, be

prepared to change ourselves.

The Leaders' Role Following the Workplace Values Process

Following the values identification and alignment sessions and

agreement on the values, leaders, with staff, will:

Communicate and discuss the mission and organizational valuesfrequently with staff members;

Establish organizational goals that are grounded in the identifiedvalues;

Model personal work behaviors, decision making, contribution, andinterpersonal interaction that reflect the values;

Translate the values into expectations, priorities, and behaviors withcolleagues, reporting staff, and self;

Link participation in the adoption of the values and the behaviors thatresult, to regular performance feedback and the performance

development process;

Reward and recognize staff members whose actions andaccomplishments reflect the values in action within the organization;

Hire and promote individuals whose outlook and actions arecongruent with these values; and

Meet periodically to talk about how the group is doing via living theidentified values.

Make This Workplace Values Process Not Just another Exercise

Cautions:

Dont oversell the process. Always anchor, or relate the values expressed to real world problems.


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Encourage people to identify examples where there is a gap betweenvalues, or beliefs, and behavior.

Remember that you are not going to alter a person's values andbeliefs by talking about them. Values clarification exercises are, at

best, an opportunity to share them, not change them.

If we want our investment in this workplace values identification and

alignment process to make a difference in our organization, the

leadership and individual follow-up is critical.

The organization must commit to change and enhance work behaviors,

actions, and interactions. Reward and recognition systems and

performance management systems must support and reward new

behaviors. Consequences must exist for behaviors that undermine the

values agreed upon.

Examples of Workplace Values

Integrity Belonging/Caring Helping/Contributing Inner Harmony, Peace of Mind Personal Growth, Learning, and Self-Actualization Achievement /Accomplishment Financial Stability Accountability Respect Excellence Fun

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Values+Based+Organization Ass#3