Professional Documents
Culture Documents
Response Sheet 1
Question 1:
Define Values. Critically evaluate “Allport-Vernon” classification of values. How values affect
the business processes.
Values have both content and intensity attributes. The content attribute signifies that a
mode of conduct or end-state of existence is important. The intensity attribute specifies
how important it is. Ranking an individual’s values in terms of their intensity equals that
person’s value system.
Values build the foundation for the understanding of attitudes and motivation of an
individual, since; value has a great impact on perceptions. Values shape relationships,
behaviors, and choices. The more positive our values, more positive are people’s actions. A
significant portion of the values an individual holds is established in the early years—from
parents, teachers, friends, and others.
In every culture, there are different sets of attitudes and values which affect behavior.
Similarly, every individual has a set of attitudes and beliefs – filters through which he/she
views management situations within organizational context. Managerial beliefs, attitudes
and values can affect organizations positively or negatively. Managers portray trust and
respect in their employees in different ways in different cultures. This is a function of their
own cultural backgrounds. For example, managers from specific cultures tend to focus
only on the behavior that takes place at work, in contrast to managers from diffused
cultures who focus on wider range of behavior including employees’ private and
Laurent (1983: 75-96), as a result of his survey with managers from nine Western
European countries, U.S., three Asian countries found distinctly different patterns for
managers in common work situations.
Task and relationship: In response to the statement which states that the main reason
for a hierarchical structure was to communicate the authority- relationship, most U.S.
managers disagreed whereas, most Asian , Latin American managers strongly agreed. It
was quite evident that U.S managers, having an extremely task- oriented culture, believed
more in flatter organizational structure to become more effective. On the other hand, the
second sets of managers were from more relationship- oriented cultures where the concept
of authority is more important. Similarly, in response to the statement which says that in
order to have efficient work relationship it is often necessary to bypass the hierarchical line,
differences were found across cultures. Managers from Sweden (task- oriented culture)
projected least problem with bypassing since getting the job done is more important than
expressing allegiance to their bosses. In contrast, Italian managers, coming from a
relationship-oriented culture, considered bypassing the authority/boss as an act of in-
subordination. The above- mentioned example is inevitably a caution signal to the universal
management approach, irrespective of culture.
*************************************************************************
Question 4:
Douglas McGregor, an American social psychologist, proposed his famous X-Y theory in
his 1960 book 'The Human Side of Enterprise'. Theory x and theory y are still referred to
commonly in the field of management and motivation, and whilst more recent studies have
questioned the rigidity of the model, McGregor’s X-Y Theory remains a valid basic principle
from which to develop positive management style and techniques.
McGregor maintained that there are two fundamental approaches to managing people. Many
managers tend towards theory x, and generally get poor results. Enlightened managers use
theory y, which produces better performance and results, and allows people to grow and
develop.
Theory X Management
Work is inherently distasteful to most people, and they will attempt to avoid work
whenever possible.
Most people are not ambitious, have little desire for responsibility, and prefer to be
directed.
Most people have little aptitude for creativity in solving organizational problems.
Motivation occurs only at the physiological and security levels of Maslow's Needs
Hierarchy.
Most people are self-centered. As a result, they must be closely controlled and often
coerced to achieve organizational objectives
Most people resist change.
Most people are gullible and unintelligent.
Essentially, theory x assumes that the primary source of most employee motivation is
monetary, with security as a strong second. Under Theory X, management approaches to
motivation range from a hard approach to a soft approach.
Theory Y Management
The higher-level needs of esteem and self-actualization are continuing needs in that they
are never completely satisfied. As such, it is these higher-level needs through which
employees can best be motivated. In strong contrast to Theory X, Theory Y leadership
makes the following general assumptions:
Under these assumptions, there is an opportunity to align personal goals with organizational
goals by using the employee's own need for fulfillment as the motivator. McGregor stressed
that Theory Y management does not imply a soft approach.
McGregor recognized that some people may not have reached the level of maturity assumed
by Theory Y and therefore they may need tighter controls that can be relaxed as the
employee develops.
If Theory Y holds true, an organization can apply these principles of scientific management
to improve employee motivation:
*************************************************************************