Question based on ISM MBA Solved Assignment and other course
Answer:
Managers do not look exclusively at what an organization might to (i.e., environmental opportunities) and can do (i.e., state of the organization’s resources); they become heavily influenced by what they personally want to do (i.e. managerial value systems). This is the key role played by managerial values.
Values affect managerial behavior in many ways. For example, managerial values:
- Influence a manager’s perception of various situations and problems.
- Influence a manager’s decisions and solutions to problems.
- Influence the way a manager looks at other individuals and groups of individuals, thus affecting interpersonal relationships.
- Influence the extent to which a manager will be affected by organizational pressures and stress.
Various researchers have attempted to identify the value systems of Indian managers. These researchers have used Allport-Vernom-Lindzey model, Graves’s model and England’s model. Besides, many of them have measured managerial values in the context of work values. However, their major findings are presented below:
- Managers tend to have value orientation towards economic, theoretic, political, social, aesthetics and religious in that order.
- Managerial values tend to be existential, conformist, manipulative, socio-centric and egocentric.
- Indian managers are more pragmatist than moralist. There are some generally acceptable unethical practices in business.
- In terms of work values, Indian managers tend to:
- Money oriented during early days of their career and later shifts to matters like job satisfaction and finally at the end of the career, to intangible value like status.
- High importance is attached to values like loyalty and obedience.
Indian managers give importance to various occupational values in order of: to be free from supervision, adventurous experiences/challenges, social status and prestige , to exercise leadership and control over others, opportunities to work with people, chances to earn a good deal of money, stable future.
A significant finding of one study is that there is no difference in goal values of those who are formally exposed to some management education programmes and those who are not exposed to such programmes. The quality and content of our management education systems have to be looked upon from this point of view. At, present it seems that they offer more in terms of techniques rather than the transmission of values. Perhaps, a new look may be required to approach this problem because the education of country emphasizes the inculcation of certain value systems. Second, the organizational climate does not have impact.
Implication for Managers
- Personality. Managers need to evaluate the job, the work group, and the organization in order to determine what the optimum personality would be for a new employee.
- Values. While values don’t have a direct effect on behavior, they do strongly influence attitudes, behaviors and perceptions, so knowing a person’s values may help improve prediction of behavior. Additionally, matching an individual’s values to organizational culture can result in positive organizational outcomes.
