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Espoused values are the organization's stated values and rules of behavior. It is how the members represent the organization both to themselves and to others. This is often expressed in official philosophies and public statements of identity. It can sometimes often be a projection for the future, of what the members hope to become.
Values direct individual behavior such as loyalty and customer orientation. Acceptance of stated values underlies impressions about trustworthiness and supportiveness, while also informing member behavior. This can be assessed by member interviews and surveys. Tacit assumptions are elements of culture that are not explicitly identified by members.
For example, a business plan for a non-profit might discuss the fit between the business plan and the organization's mission. Banks are quite concerned about defaults, so a business plan for a bank loan will build a convincing case for the organization's ability to repay the loan.
Business anthropology and ethnographic methods can be used to empirically explore and analyse values and values-based cultural practice within and across organisations, or for different stakeholder groups. [25] [26] Values-based business modelling activities can facilitate the exploration and elaboration of values-based business model innovation.
A Fabergé egg. Frankena in his list of values groups beauty with harmony, proportion and aesthetic experience. There are many different kinds of value that can be included in this category and Frankena himself distinguishes between "harmony and proportion in objects contemplated" and "harmony and proportion in one's own life". [15]
Organizational behavior or organisational behaviour (see spelling differences) is the "study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself". [1]
In management, business value is an informal term that includes all forms of value that determine the health and well-being of the firm in the long run. Business value expands concept of value of the firm beyond economic value (also known as economic profit, economic value added, and shareholder value) to include other forms of value such as employee value, customer value, supplier value ...
The drink Coca-Cola Life serves as an example of the value-action gap. Extensive market research showed that consumers would buy and enjoy the drink (values) but in reality, once it appeared in shops, not enough people bought it (action). [1] This demonstrates the difference between what people say and what people do