ORGANIZATIONAL VALUES AND BEHAVIORAL INDICATORS

What are values?

Following are examples of values:
Ambition
Competency Individuality Equality Integrity Service Responsibility Accuracy

 Respect Dedication Diversity Improvement Enjoyment/fun Loyalty

Credibility
Honesty

 Innovativeness Teamwork Excellence Accountability Empowerment Quality Efficiency Dignity

 Collaboration Stewardship Empathy Accomplishment Courage Wisdom

Independence
Security

 Challenge Influence Learning Compassion Friendliness Discipline/Order

Generosity
Persistency

 Optimism Dependability Flexibility

Why Identify and Establish Values? Identify and develop a clear, concise and shared meaning of values/beliefs, priorities, and direction so that everyone understands and can contribute

Once defined, values impact every aspect of your organization.

 Values guide every decision that is made once the organization has cooperatively created the values and the value statements.
Rewards and recognition within the organization are structured to recognize those people whose work embodies the values the organization embraced.

Organizational goals are grounded in the identified values.

 Adoption of the values and the behaviors that result is recognized in regular performance feedback. People hire and promote individuals whose outlook and actions are congruent with the values. Only the active participation of all members of the organization will ensure a truly organizationwide, value-based, shared culture.

The Value of Organizational Values: What's the value in values? Organizational values define the acceptable standards which govern the behaviour of individuals in organization. In larger organization, an articulated statement of values can draw an organization together.

Five ways to live out values:

1. Communicate the Values Constantly. Values should fit with the organizations' communication, both internally and externally. 2. Enroll New Folk. The values should be explicitly available as new members join an organization.

3. Revisit and Refresh the Values. Revisit your values periodically - allowing members to update them. 4. Confront Contradictory Behaviour. Ensuring that we give feedback to those who don't live out the values of the organization. 5. Periodically Check out with Feedback. Ask people what they think are the values of the organization - not only members, who may be influenced by the stated values, but outsiders observers, customers, former members.

How to Make Values Live in Your Organization?

Values exist in every workplace. Your organizations culture is partially the outward demonstration of the values currently existing in your workplace. The question you need to ask is whether these existing values are creating the workplace you desire. e influenced by the stated values, but outsiders - observers, customers, former members.

Do these values promote a culture of extraordinary customer care by happy, motivated, productive people? If not, you will want to:
identify the values that currently exist in your workplace; determine if these are the right values for your workplace; and change the actions and behaviors by which the values are demonstrated, if necessary.

To really make a difference in your organization, you need to do all three

Steps in a Value Identification Process:

learn about and discuss the power of shared values; obtain consensus that these leaders are committed to creating a value-based workplace; define the role of the executives in leading this process; and provide written material the executives can share with their reporting staff.

Leadership and organizational values Why are values so important and how are they useful for the organization? Why are values important?
Values signify the principles or moral standards of a person, group or organization that are considered to be valuable or important. Values are basic beliefs and convictions which govern behaviour of people in their work, dealing and decision making.

But is it sufficient? Is the leadership role limited to facilitating the process of strategic planning in an organization?

- Organizational values help people to identify priorities at workplace. - It all starts with leadership Leaders are the most important means of establishing organizational values. They also establish the means to achieve the goals.

Creating Common Understanding Putting the values in writing is important and more important is to create common understanding of the values in the organization. Leaders clarify the meaning of the quoted values for the organization

Enabling and Encouraging People to Live by Values

Leadership must very clearly specify the positive behaviours and negative behaviours with respect to the values and must put in mechanisms to encourage positive behaviours.

Most Critical Aspect Walking the Talk

Well articulated and publicized your values might be, it is only when people see their leaders "living the values", do they understand the spirit behind and understand the significance of values in the game plan of the organization. The philosophy of leaders thus becomes a way of life for the organization

BEHAVIORAL INDICATORS:
Competencies are normally based on an analysis by interviewing and observing an expert performer (McClelland, 1973). During the analysis, key behavioral indicators are determined for successful performance of the job. These behavioral indicators are linked to a competency.

GENERAL COMPETENCIES:
1. ADAPTABILITY Changes behavioral style or method of approach when necessary to achieve a goal; adjusts style as appropriate to the needs of the situation.

Responds to change with a positive attitude and a willingness to learn new ways to accomplish work activities and objectives.

2. ATTENTION TO DETAIL Thoroughness in accomplishing a task through concern for all the areas involved, no matter how small. Monitors and checks work or information and plans and organizes time and resources efficiently.

3. CARING Demonstrates responsibility for effectiveness of the organization. 4. COLLABORATION Develops cooperation and teamwork while participating in a group, working toward solutions which generally benefit all involved parties. the image and

5. OPEN COMMUNICATION

Creates an atmosphere in which timely and high-quality information flows smoothly up and down, inside and outside of the organization; encourages open expression of ideas and opinions.
6. ORAL AND WRITTEN COMMUNICATION Effectively transfers thoughts and expresses ideas orally or verbally in individual or group situations.

7. CONTINUOUS LEARNING
Demonstrates eagerness to acquire necessary technical knowledge, skills, and judgment to accomplish a result or to serve a customer's needs effectively. Has desire and drive to acquire knowledge and skills necessary to perform job more effectively.

8. CRISIS MANAGEMENT
Performs jobs in a manner that minimizes hazards to oneself, others, and the environment. Maintains a physical work environment that contributes to the well-being of others.

9. DISCERNMENT/JUDGEMENT Makes decisions authoritatively and wisely, after adequately contemplating various available courses of action. 10. DIVERSITY

Supports and promotes an environment that holds opportunities for all, regardless of race, gender, culture, and age.

11. DRIVE FOR RESULTS

Demonstrates concern for achieving or surpassing results against an internal or external standard of excellence. Shows a passion for improving the delivery of services with a commitment to continuous improvement.

12. INITIATIVE
Does more than is required or expected in the job; does things that no one has requested that will improve or enhance products and services, avoid problems, or develop entrepreneurial opportunities. Plans ahead for upcoming problems or opportunities and takes appropriate action.

13. INNOVATION Applies original thinking in approach to job responsibilities and to improve processes, methods, systems, or services. 14. NEGOTIATION

Explores positions and alternatives to reach outcomes that gain acceptance of all parties.

15. ORGANIZATIONAL UNDERSTANDING

Understands agendas and perspectives of others, recognizing and effectively balancing the interests and needs of one's own group with those of the broader organization.

16. PLANNING & ORGANIZING/TIME MNGT

Establishes a systematic course of action for self or others to ensure accomplishment of a specific objective. Sets priorities, goals, and timetables to achieve maximum productivity.

17. PROBLEM SOLVING

Builds a logical approach to address problems or opportunities or manage the situation at hand by drawing on one's knowledge and experience base, and calling on other references and resources as necessary.

18. PROFESSIONALISM
Thinks carefully about the likely effects on others of one's words, actions, appearance, and mode of behavior. Selects the words or actions most likely to have the desired effect on the individual or group in question.

19. QUALITY Produces results or provides service that meets or exceeds organizations standards. 20. RELIABILITY Demonstrates a high level of dependability in all aspects of the job.

21. SERVICE Demonstrates strong commitment to meeting the needs of co-workers, officials, or community members, striving to ensure their full satisfaction. 22. TECHNICAL EXPERTISE Applies and improves extensive or in-depth specialized knowledge, skills, and judgment to accomplish a result or to accomplish one's job effectively.

LEADERSHIP COMPETENCIES: 1. CHANGE LEADERSHIP

Initiates and/or manages the change process and energizes it on an ongoing basis, taking steps to remove barriers or accelerate its pace.

2. COACHING
Works to improve and reinforce performance of others. Facilitates their skill development by providing clear, behaviorally specific performance feedback, and making or eliciting specific suggestions for improvement in a manner that builds confidence and maintains self-esteem.

3. COLLABORATIVE LEADERSHIP
Promotes and generates cooperation among one's peers in leadership to achieve a collective outcome; fosters the development of a common vision and fully participates in creating a unified leadership team that get results.

4. CONFLICT MNGT
Brings substantial conflicts and disagreements into the open and attempts to manage them collaboratively, building consensus, keeping the best interests of the organization in mind, not only one's own interest.

5. INFLUENCE
Asserts own ideas and persuades others, gaining support and commitment from others; mobilizes people to take action, using creative approaches to motivate others to meet University goals.

6. TEAM LEADERSHIP
Willingly cooperates and works collaboratively toward solutions that generally benefit all involved parties; works cooperatively with others to accomplish company objectives.

THANK YOU!

Development stages of a woman st on 21 century