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Values and Beliefs

Values and Beliefs
Values and Beliefs in Organizations What are Values and Beliefs in an Organization: An organisational value is “a belief that a specific mode of conduct is preferable to an opposite or contrary mode of conduct.”  Infosys Narayanamoorthy on Value System : Our team was unique in our commitment to a strong value system. We believed in putting the interest of the company ahead of our own interest. We believed in legal and ethical business. A sound value system is what differentiates long-term players from others. Core Values of an Organization: Increasingly, organizations are setting out the core values that they think should govern the behavior of all their employees. Value statements may be produced which define core values in areas such as: Care for customers Concern for people Competitiveness Enterprising Excellence Flexibility Growth as a major objective Innovation Market/customer orientation Productivity Quality Teamwork But, is that all? By just defining what you think is important to guide the action of your employees may not suffice the cause. How do you put them into action! That’s where the secret lies. Imitating the Boss: How do you make people do what you want them to do! Just by being a precedence or role model for your followers, is that not true? The best example that can be cited is the school atmosphere, where the kids take to their teachers. They simply, blindly follow or imitate whatever their masters do. I think IMITATION is the right word, because it makes people easily inclined to the behavior that is appreciated by the organisation’s atmosphere. When you imitate your boss you get a surreal feeling of being a boss at least for that time being. Loading… Coercion is not the Right Approach: It is a general fact that it is very difficult to train or mould people the way we want to. And again it can be argued that people can be trained or molded very easily when you have the right kind of motivation and guidance. The core values should be INBUILT; it should be there RIGHT FROM THE START. If you have able managers to run your teams it becomes a cake walk for you to train the individuals without much COERCION. The authority and influence which the team leader has over the team says it all. Influencing the Employees the Right Way: Everybody in an organization plays their own role in cherishing the values imbibed and focus on achieving results, and keenness to “GET GOING AND KEEP GOING”. High work output is expected from a clerical staff, the Supervisor can be depended on for effective organization and control of teams and their work. THE MANAGER is clear about what “success “means for the business and is resourceful in overcoming obstacles. THE SENIOR MANAGER maintains focus on the “BOTTOM LINE” despite continuous changes to procedures and systems, and the EXECUTIVE is focused on results even when dealing with very diverse complex tasks and proactive in tackling mistakes. Performance of Value Oriented Organizations: Value Oriented Organisations perform definitely better than others and achieve their targets in a quick manner. Values give direction to the firm backed up by solid principles to guide the action of the employees and also the commitment and determination to achieve whatever is due. Reliance Industries Limited stands as a testimony for a single man’s dream and vision and his core value was CUSTOMER SATISFACTION. To scale to greater heights, you also need STRONG WILLED PEOPLE RIGHT ATTITUDE ACTION PLANS STRATEGIES PERSISTENCE DETERMINATION and PASSION Values add integrity and honor to your organization and you should always remember that to hold your values you have to pay a price but...
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Resistance to Change

Resistance to Change
Resistance to Change Resistance to change should be considered as a good sign and can be compared to fever while there is a bodily infection. It creates a platform for the firm to find out the causes for resistance and hence the solution. Causes for Resistance to Change: INDIVIDUAL RESISTANCE A.     Economic factors: When pay is tied up with productivity, resistance arises. B.      Habit: It is the habit of humans to resist anything new. C.      Fear of the unknown: Freshers always have a feeling of insecurity and uncertainty when they join an organization. D.      Change affects emotions and sentiments: People are disturbed both emotionally and sentimentally when there is a change. E.     Lack of clarification: People interpret change in different ways; so there is a need for the organization to clarify as to the nature of the change and its implied consequences or implications. F.      For the sake of opposing: Illogical and weird opinions are given by the employees just for the sake of opposing. ORGANISATIONAL RESISTANCE A.      Built-in-Mechanism: People working in groups experience shock when there is a structural change introduced in the system as they are tuned to a set of rules and procedures. B.      Group norms: This also acts as a strong source of resistance acting as a constraint C.      Threat to expertise: Technological innovations pose new threats everyday to the non-technical persons D.     Threat to established power relationship: If the powers are re-assigned amongst the managerial cadre there arises unrest E.     Threat to established resource allocation: Budget reallocations are resisted by departments that are not favored HOW TO OVERCOME RESISTANCE TO CHANGE? ·       EDUCATION AND COMMUNICATION: The logic of change must be conveyed to the employees in a convincing manner and full facts must be communicated without an iota of doubt. ·        PARTICIPATION: It becomes difficult for individuals or groups to resist change when they are made to act as change agents ·        FACILITATION AND SUPPORT: Change agents can offer counseling, training etc to pacify the employees ·      USE OF GROUP FORCE: Groups can exert more pressure on attitudes, values and behavior and hence, if the group cohesiveness is strong, the change is easier to achieve. ·        LEADERSHIP FOR CHANGE: A strong leader-manager can create a climate for psychology support from subordinates ·     NEGOTIATION: The key persons or individuals whom the management think are potential change agents can be rewarded and brought to the negotiating table ·     MANIPULATION: Twisting information, creation of false rumors, withholding undesirable information are some of the tactics of manipulation that decrease the intensity of resistance to change. ·     COERCION:  Application of force that includes threats of transfers, delay in promotions, negative performance evaluation can decrease the resistance and also the credibility. Manipulation and coercion must be considered as last options to reduce the pressure as generally people will welcome any change that is positive and beneficial to the organization in the long run. It is the responsibility of the management to project the change in a gradual and convincing manner to the employees....
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