We have been given a task by our lecturer to find two (2) theories that are related to the value, belief and norm. We have completed the task by choosing two (2) theories which is Value, Belief and Norm (VBN) Theory and Norm Activation Model (NAM) Theory.
Above were the theories that we have presented to our lecturer. The VBN Theory and NAM Theory. We need to describe who was the founder , what is the definition and the example of company or organization that applied the theory.
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For those behaviours not strongly constrained by contextual forces, individual choice about pro-environmental actions can be driven by personal norms – an internalized sense of obligation to act in a certain way. Norms are activated when an individual believes that violating them would have adverse effects on things they value and that by taking action, they would bear significant responsibility for those consequences. Personal values (e.g., altruistic values, egoistic values) are antecedents of environmental beliefs.
Reference
Stern, P.C. (2000). Towards a coherent theory of environmentally significant behavior. Journal of Social Issues, 56, 407-424.
The changes in organizations that are taking place across the world reflect a very deep shift in the values and beliefs that are held by these organizations. The following chart outlines the shift from the traditional beliefs in the industrial era to the emerging beliefs of the information era.
| Traditional Beliefs: | Emerging Beliefs: |
|---|---|
Valuing loyalty and tenure
|
Valuing commitment and performance
|
Growth
|
Growth
|
Employee Development
|
Personal Development
|
Permanence
|
Transience
|
Organizational Model
|
Organizational Model
|
Organizational Structure
|
Organizational Structure
|
References: http://www.ceswoodstock.org/job_search/realchange.shtml
“Culture (beliefs, values, norms) is often so strong and so powerful that when there is a discrepancy between the current culture and goals of organizational change, the culture will win, and status quo will prevail.” (National Defense University, n.d.)
Significant changes in the organization’s environment are often ignored when the organization is too entrenched in its beliefs and inflexible. Example: US intelligence community prior to 9/11.
“Culture informs employees of exactly what is expected of them. In a strong culture, employees waste little time deciding how to act in a given situation. In a weak culture, the reverse is true. The impact on productivity is remarkable.” (Deal & Kennedy, 1982)
“An organization’s culture is directly related to it’s effectiveness and has everything to do with its success or failure.” (Center for Organizational Effectiveness, n.d.)
“Beliefs and assumptions, established practices, skills and capabilities, relationships, and awareness and sensibilities are five elements of culture that influence one another and impact the success of an organization.” (Senge, 2006)
“The beliefs …. shape behaviors and help individuals understand the organization.” (Shafritz, Ott, & Jang, 2005)
Strong organization beliefs, when pronounced and made visible, help to shape the character (internal) and the perception (external) of the organization. Example: Southwest Airlines “You are now free to fly…”
“Culture (beliefs, values, norms) informs employees of exactly what is expected of them. In a strong culture, employees waste little time in deciding how to act in a given situation. … The impact on productivity is remarkable.” (Deal & Kennedy, 1982)
Look around. What do the headquarters and other buildings look like? How are people dressed? How much interaction is there? Who is talking to whom? How does the place “feel”?
Read newsletters and other internal documents. What values are emphasized? Who is held up for praise? Are parties, celebrations, or other ceremonies mentioned? What sorts of things are discussed?
Look at annual reports or other communications to those outside the firm. What “face” is being presented to the world?
See what you can learn about rites and ceremonies in the organization. What happens when people accomplish something? Are there “rites of passage” such as promotion ceremonies and retirement parties? Are there regular “get-togethers” such as holiday parties, social events, and company softball games?
Ask, “What sorts of behaviors are expected and rewarded here? What sorts of behaviors are punished?
Ask people outside the firm what they think of it.
As appropriate, use quantitative measures such as the QFIT-C, Organizational Culture Profile, Organizational Culture Inventory or a tailored Culture Survey.
Values lay the foundation for our understanding of people’s attitudes and motivation and influence our perceptions. We enter an organization with preconceived notions of what “ought” and “ought not” to be. Continue reading
The five value models developed by researchers such as Dr Clare Graves has been the theory of human MEMES. This research suggests we can identify five broadly-based “cluster values” that are most commonly used by both individuals and organizations. There are consists of harmony, independence, tradition, achievement and power. These five cluster values can provide an extremely useful way to assess whether our current behavior or the behavior of those around us is consistent with our most important values and provides the opportunity to work towards any adjustments or changes that are likely to bring about greater alignment (or less personal stress or conflict).
First value in this model is harmony. When people have this values cluster, they are typically most interested in nurturing relationships with people. That’s mean they are usually kind in nature, socially comfortable, sympathetic and altruistic. They can also be soft-hearted, overly idealistic, conflict-avoiding and uncritical at times. There are many specific organizations that like to make the value of harmony central to the culture but in general, this tends to apply most in organizations where people matter. This may be caring organizations, strong customer service businesses or enterprises that need and want lots of collaboration (volunteer fire-fighters, for instance).
Next is independence value. A person that have this value, they are typically most interested in building and developing their personal knowledge and expertise. This means that they are usually conceptual, learning-oriented, innovation-focused and curious. They can also be insensitive, over-analytical, vague and uncommitted at times. There are many specific organizations that like to make the value of independence central to the culture but in general this tends to apply most in smaller organizations where the freedom to think laterally and multi-task are important. This might include for example, consulting organizations, research-based firms and many innovative start-up firms.
The person that have strong tradition value, they are typically most interested in stability and structure and having clear personal goal-orientation in their life. This means that they are usually respectful of institutional structures, detail-oriented and highly responsible. They can also be over-cautious, over-security conscious and even negative at times. There are many specific organizations that like to make the value of tradition central to the culture but in general this tends to apply most in larger institutional-type organizations such as Government enterprises of all kinds, older and larger manufacturing firms or banks.
When people’s values cluster mostly around achievement, they are typically most interested in using endeavor and personal goal-orientation in their life. This means that they are usually practical, systematic, pragmatic and task-focused. They can also be pedantic, impulsive, skeptical and readily critical at times. There are many specific organizations that like to make the value of achievement central to the culture but in general this tends to apply most in very goal-focused organizations of all kinds. These may be many and various but examples would be the army or navy and even many global multinationals.
Lastly, where people’s values cluster mostly around power, they are typically most interested in the use and deployment of control (over people and tasks). This means that they are usually confident, thick-skinned, single minded and goal-driven. They can also be ego-centric, cold, unrelenting, and over-demanding at times. There are many specific organizations that like to make the value of power central to the culture, but in general, unlike the other four, power is often something that is pushed from the top in many organizations (and may flow from one individual such as the CEO). In addition, power is more likely to be a kind of values “turbo-charger” so that any of the above values may be turbo-charged by power.
In summary, according to MEMES research as it relates to values, most organizations can be slotted into one of the five categories above, although in some cases they may have more than one value at the center of the culture. Once again, this provides a different but useful vehicle for the individual to see whether or not his or her own personal values line up with this dominant value set. Hence, a person who values harmony may find it more difficult to work in an achievement culture or a person who values power may find a tradition-centered values culture frustrating.
Value, Belief & norm 