Organisational Values

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DESCRIBE ORGANISATIONAL VALUES WHICH PROMOTE ETHICAL BEHAVIOUR

Values are psychological constructs, internal to a person.

Organizations as such don't have values but, because they are composed of people, their cultures are shaped by values that are shared in varying degrees.

Organisational values act as guiding principles to their employees.

Openness

  • A culture high on openness encourages receiving and giving ideas and feelings from internal and external environment. 

    Openness may also mean spatial openness, in terms of accessibility like installing facebook, no separate cabin for executives. 

    This openness combined with willingness to share results in greater clarity of objectives and free interactions among people.

Trust

  • No matter how many such formal structures there may be in organisations, if we do not trust each other simply to do what we say we will, we cannot conduct business in the modern world.  

    Trust is confidence in the integrity, ability, character, and truth of a person thing (Berube, 1985). 

    It is the most critical prerequisite for knowledge exchange and without trust, knowledge initiatives will fail, regardless of how thoroughly they are supported by technology and rhetoric (public speaking) (Davenport and Prusak, 1998).

Honesty

  • In the context of human communication, people are generally said to be honest when they tell the truth to the best of their knowledge and do not hide what they know or think. 

    Apart from being truthful, honesty is also generally thought to involve abstaining from unfair behavior.

Respect

  • Respect is an important value that takes into consideration others’ strengths and weaknesses and who they are as persons.  

    Respect includes also the courtesy towards others and also the willingness to keep confidentiality.

Empowerment

  • Empowerment should be seen as the process of an individual enabling himself to take action and control work and decision making in autonomous ways. 

    The organisation has the responsibility to create a work environment which helps foster the ability and desire of employees to act in empowered ways. 

    The work organisation has the responsibility to remove barriers that limit the ability of staff to act in empowered ways.

Accountability

  • It is frequently described as an account-giving relationship between individuals, 

    e.g. "A is accountable to B when A is obliged to inform B about A’s (past or future) actions and decisions, to justify them, and to suffer punishment in the case of eventual misconduct". 

    Accountability cannot exist without proper accounting practices; in other words, an absence of accounting means an absence of accountability.

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