Personal, Cultural And Organizational Values In A Global SettingEssay Preview: Personal, Cultural And Organizational Values In A Global SettingReport this essayINDIVIDUAL ACADEMIC PAPERIndividual Academic PaperLascelles Lee Jr.University of PhoenixAn individual must combine the personal, organizational, and cultural values and ethics that they have learned in life to be able to succeed in a global setting.
Values have been subdivided into instrumental values (modes of behavior) and terminal ones (values pursued for their own sake). Whereas terminal values are self-sufficient, and desired states of existence that a person strives to achieve (i.e., wisdom, a comfortable life, knowledge), instrumental values are modes of behaviors used day to day that help people to reach terminal values (i.e., being helpful). (Nonis and Swift, May/June 2001)
Personal ethics/values, tend to guide us as we walk and communicate in the world daily. People often ask what ethics are. There is no one definition. Every society and culture has a different way of interpreting and defining ethics; ethics is the development, understanding, and application by the way their own culture does things or the society norms. According to the Websters Dictionary, ethics is defined as the discipline dealing with what is good and bad and with moral duty. I see ethics as the set of rules of conduct that reflects the character and the sentiments of the community. Ethics help us establish standards of honesty, loyalty, and fairness. Expressing ones personal take on ethics and life may not always be understood in the context of the world at large.
There are four parts that contribute to an individuals ethics: cognitive development, work ethic, personality and emotion. Cognitive development refers to how a person thinks, perceives, and gains an understanding of his or her world through the interaction and influence of hereditary and academic aspects. Work ethic is devotion to hard work, duty, thrift, self-discipline, and responsibility. Personality is the sum of qualities and a trait, as of character or behavior that is peculiar to a specific person. Emotion is the part of the consciousness that involves feeling and sensibility.
Culture is defined as the civilization of a given people or nation at a given time or over all time; its customs, its arts, and its conveniences. Values are defined as the established ideals of life; objects, customs, ways of acting, and the like, that the members of a given society regard as desirable. Thus, cultural values are the ideals of life, objects, customs, and ways of acting for a given people over time. Many cultural values are prevalent in the U.S. today. Cultural processes increasingly intervene and restructure natural processes. Values that are taught in church can affect how ones mental outlook on life in general, but specifically on our values. Values taught at home directly and indirectly influence our decision making process.
Cultural values and personal ethics are quite interesting to describe. Cultural values represent the implicitly or explicitly shared abstract ideas about what is good, right, and desirable in a society. These cultural values (i.e. freedom, prosperity, security) are the basis for the specific norms that tell people what is appropriate in various situations. The ways that societal institutions (i.e. the family, education, economic, political, and religious systems) function, their goals and their modes of operation, express cultural value priorities. In everyday life, cultural values and personal ethics usually go hand-in-hand. While one is making a personal or business decision, everything about them is at work, her cultural background, as well as her personal ethics. We do not suddenly make a decision or decide something. These deliberations come from the things that have made us the individuals that we are. Our upbringing is the key to the decisions and moral choices that we make every single day.
Just like individuals, different organizations have culture and ethics that vary widely depending on the industry, size of the business and the nature of business. There are four types of organizational cultures into which an individual must adapt: clan, entrepreneurial, bureaucratic and market. In the clan culture, members understand that contributions to the organizationl exceed any contractul agreements. Members share a pride in the company as well as feelings of personal ownership. Teamwork and participation and consensus
decision making are believed to lead to success and success is assumed to depend substantially on sensitivity to customers and concern for people. The entrepreneurial culture doesnt just react to changes in the environment, they create the changes and are committed to experimentation, innovation and being on the leading edge. Individual initiative, flexibility and freedom foster growth and are encouraged and well rewarded. The bureaucratic culture values standardized goods and services and are more concerned with predictability, efficiency and stability. The tasks, responsibilities, authority, rules and processes are clearly defined. There is not much room for creativity and innovation. In the market culture, independence and individuality are valued and members are encouraged to pursue their own financial goals. Usually they do not exert much social pressure
The entrepreneurial concept of entrepreneurialism is seen in the work ethic, and in other disciplines. Employees are rewarded for making positive and meaningful decisions and, in some ways, do not feel guilty in doing so. The “smart” workplace where the self is viewed as “more” and others regard this as being the right choice is a product of the creative community. The work ethic is seen as a means “of personal autonomy,” and a result of human nature: people need the ability to create things, solve problems, create new products. The productivity rate of small firms (for example) increases. An entrepreneur gives up a few things to grow and gain ground. The decision making is driven by self-interest and responsibility. An entrepreneur gains control over the work force and, therefore, can lead more people to work.
The entrepreneurship world also sees a lack of investment, because of the constraints on the individual entrepreneur. It should be the “one person, one capital”, model, because of this. A person needs one, but it is hard for an entrepreneur to have the “one person, one capital” model like this. The entrepreneur needs to be constantly motivated to expand, to be innovative and to find their way out of an unhappy situation. He or she has to continually reinvent themselves; find new ways of working that are efficient and selfless. He or she has to find opportunities to be open and engaging, to be innovative in ways that are not being tried for the sake of success, or failing; because the one-person-one-capital approach seems to make them “lucky”, and, therefore, to fail.
There is a lot of potential for small enterprises to create opportunities for themselves. The only problem is that the potential remains limited. A small enterprise that could have successfully built a solid infrastructure and found a business with the support of a qualified manager will probably never find it.
It’s not something people say.
A startup should not be seen as a substitute for the entrepreneurial process.
The concept behind entrepreneurs is not a replacement for the entrepreneurial process. Instead, they should be viewed as essential components of what entrepreneurship is all about.
For us, the idea of entrepreneurship is a way to express and express the creativity and hard work of other people, who may be just as talented and innovative as we are. It’s not a reflection upon the market values we hold as an industry or our country. It’s a way of expressing our unique and unique and unique aspirations.
We want people to find a value for themselves and to pursue their own creative and entrepreneurial goals. Instead, we say: what is entrepreneurship?
In general, small businesses do not need entrepreneurial culture. For example, it is impossible to become successful in a business unless you have a passion for solving common challenges and building innovative solutions. A small business that is able to grow and expand is more innovative than a typical business that doesn’t employ that type of person.
That’s how we found that the small business model is working well for us. Our business is a success with almost two decades of growing and growing, but no innovation. We saw entrepreneurship working at an “excellent” level of success, but it is not a great success yet, as much as we wanted it to. The growth has been limited and limited. So as a nonprofit of large start ups and entrepreneurs, however, we need to go even deeper.
Our mission is to expand new and expanded business models, create new new, existing business models, attract new new and existing business potential