A521.5.4.RB - Aligning Values
Wendy (2013) described core values as what support the vision, shape the culture, and reflect company values. There are four types of organizational values which include the values of the robber barons, the value of the hardball strategist, the values of the pragmatists, and genuinely ethical values (Denning, 2011). A genuinely ethical community has three components trust, loyalty, and solidarity (Denning, 2011) in order to use ethical practices in the workforce. Core values are important for companies because they help with making positive sound decisions and they help employees clarify the values of the company with customers (Wendy, 2013).
The origin of the robber baron is explained by Tipple (1959) and it is believed to have been coined by Carl Schurz in 1882 at Harvard University to describe big businessmen whose highly individualistic practices appeared to suggest of the warlike pillaging’s of the feudal nobility of the Middle Ages. Denning (2011) described the robber barons as their only value is to crush the competition by whatever means necessary, in their practices, nothing is too values to be set aside for the sake of winning even if it goes against the law. The robber barons lack values and morals because of the need for greed. Another value is the hardball strategists which Stalk (2006) described as straight forward and powerful, which encourages companies to compete and create unassailable advantages. The hardball strategist does not partake in illegal practices, but they are single-mindedly focused on winning, their practices walk a fine line of legality and will bend the rules in order to accommodate the law in their favor (Denning, 2011). The values of the pragmatist are described by Denning (2011) as organizational practices with their values year in and year out, they live their practices on a day to day basis. The ground work for these practices originate from the start of the company and are based on the established core values. Finally, genuinely ethical values are described by Denning (2011) as a principal motivating force and values that go beyond what is necessary for business strategies. The ethical values view the employees as a community working together for an organization and treating them well to improve overall satisfaction. Valentine, Godkin, Fleischman & Kidwell (2011) stated that ethical practices can be a powerful tool for enhancing and organization, especially when different approaches are used to create ethical work for employees.
The three genuinely ethical components include trust, loyalty, and solidarity (Denning, 2011). Trust is expected of members of an organization and they will behave ethically, loyalty is not going against another individuals trust and will fulfill their responsibilities to their organization. Finally, solidarity is thinking of others and their wellbeing before one’s own self (Denning, 2011). One should apply these practices within the company they work for to uphold their ethical values. Trust is given to an employee and the only one responsible for upholding this value is the individual themselves. For example, if a person is asked to bring funds to a bank for drop off, they have a decision to make, drop the money off or keep the money. The individual upholding the value of trust will take the money to the bank for deposit. Loyalty is staying true and faithful to the organization they work for and giving the best possible work in return for their job. For example, I work for a University and my loyalty belongs to that school, I would be breaking the value of loyalty if I were to share information about the University with another institution concerning their practices and policies. Finally, solidarity is being committed to the department and the students I work for and putting their needs before my own. On a small scale, it is stopping my current work to help a student with their VA education benefits because they will dropped from a course if the problem is not fixed right away.
In order to align my personal values with the institution where I currently work, I have to constantly reevaluate what is important to me and where the University stands. Currently I put integrity and truth, opportunity for balance of family and work, stability and security, clear advancement, and having a positive influence on others and society as my top core values. If the University changed their policy and wanted me to work seven days a week, I would have to reevaluate my job and decide if it was still as important because I have a family that needs me as well. By no means am I against working, but currently my position is supportive of family time. If the leadership changed course and began to lie and withhold information from the employees or began to negatively impact the local community, this would influence the reevaluation of personal values and my current position at work. The organization strives for ethical practices on a daily basis and reevaluates ways to improve their ethical standards.
Overall, one should evaluate their personal values and consider how their values align with the business they work for. Does the company practice robber barons and crush their competition by any means necessary? Is the hardball strategist more their type and walking a fine line of the law? Or do pragmatic and ethical values steer them in the right direction for the good of the community and organization? Each of these is something to consider when working for a company and question their values for which they stand.
References
Denning, S. (2011). The Leader's Guide to Storytelling. San Francisco, CA: Jossey-Bass.
Stalk, G., Jr. (2006, January-February). Hardball innovation: disciplined management is essential to successful product development--it's what hardball innovators do. Research-Technology Management, 49(1), 20+. Retrieved from http://bi.galegroup.com.ezproxy.libproxy.db.erau.edu/essentials/article/GALE%7CA141349127?u=embry&sid=summon&userGroup=embry
Tipple, J. (1959). The anatomy of prejudice: Origins of the robber baron legend. Business History Review (Pre-1986), 33(000001), 510. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/205529280?accountid=27203
Valentine, S., Godkin, L., Fleischman, G. M., & Kidwell, R. (2011). Corporate ethical values, group creativity, job satisfaction and turnover intention: The impact of work context on work response. Journal of Business Ethics, 98(3), 353-372. doi:http://dx.doi.org.ezproxy.libproxy.db.erau.edu/10.1007/s10551-010-0554-6
Wendy. (2013, March 12). Company Core Values: Why to Have Them and How to Define Them. Retrieved November 22, 2015, from 7 Geese website: http://7geese.com/
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