Organizational Value
An Organizational Value is a value associated with an organization.
- Context:
- It can range from being a For-Profit Org. Value to being a Non-Profit Org. Value.
- It can range from being an Explicit Organizational Value (e.g. in an organizational values statement) to being an Implicit Organizational Value.
- It can range from being a Core Organizational Value, an Aspirational Organizational Value, a Permission-to-Play Org. Value, an Accidental Organizational Value.
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- Example(s):
- Counter-Example(s):
- See: Organizational Culture.
References
2018
- http://smallbusiness.chron.com/organizational-value-statement-23848.html
- QUOTE: Every organization has a set of values, whether or not they are written down. The values guide the perspective of the organization as well as its actions. Writing down a set of commonly-held values can help an organization define its culture and beliefs. When members of the organization subscribe to a common set of values, the organization appears united when it deals with various issues.
2002
- (Lencioni, 2002) ⇒ Patrick M. Lencioni. (2002). “Make Your Values Mean Something.” Harvard Business Review, 80(7).
- QUOTE: ... Take a look at this list of corporate values: Communication. Respect. Integrity. Excellence. They sound pretty good, don’t they? Strong, concise, meaningful. Maybe they even resemble your own company’s values, the ones you spent so much time writing, debating, and revising. If so, you should be nervous. These are the corporate values of Enron, as stated in the company’s 2000 annual report. And as events have shown, they’re not meaningful; they’re meaningless. ...
... Core values are the deeply ingrained principles that guide all of a company’s actions; they serve as its cultural cornerstones. Collins and Porras succinctly define core values as being inherent and sacrosanct; they can never be compromised, either for convenience or short-term economic gain. Core values often reflect the values of the company’s founders — Hewlett-Packard’s celebrated “HP Way” is an example. They are the source of a company’s distinctiveness and must be maintained at all costs.
Aspirational values are those that a company needs to succeed in the future but currently lacks. A company may need to develop a new value to support a new strategy, for example, or to meet the requirements of a changing market or industry. The CEO who claimed his company’s core value was a sense of urgency, for instance, was substituting an aspirational value for a core one. ...
Permission-to-play values simply reflect the minimum behavioral and social standards required of any employee. They tend not to vary much across companies, particularly those working in the same region or industry, which means that, by definition, they never really help distinguish a company from its competitors. ...
Accidental values arise spontaneously without being cultivated by leadership and take hold over time. They usually reflect the common interests or personalities of the organization’s employees. Accidental values can be good for a company, such as when they create an atmosphere of inclusivity. But they can also be negative forces, foreclosing new opportunities. Managers always need to distinguish core values from merely accidental ones, as confusion here can be disastrous. ...
- QUOTE: ... Take a look at this list of corporate values: Communication. Respect. Integrity. Excellence. They sound pretty good, don’t they? Strong, concise, meaningful. Maybe they even resemble your own company’s values, the ones you spent so much time writing, debating, and revising. If so, you should be nervous. These are the corporate values of Enron, as stated in the company’s 2000 annual report. And as events have shown, they’re not meaningful; they’re meaningless. ...