The paper "Effects of Values on Individual and Organizational Behavior" is a great example of management coursework. Different organizations have different goals, missions, objectives, aims, and practices, through which they drive their synergies to achieve expected results. There have been many challenges in understanding how values and personality traits impact organizational performance and culture. It is the belief and expectation of each manager or officer in charge that the organization will work well towards achieving good results and generate sustainable benefits (Bradshaw, 2012). The organization theory beliefs that practices within many organizations can easily be shaped by cultural beliefs, values, perceptions, symbols, and rituals among its employees.
To understand the orientation of an organization, it is viable to apply organizational culture typologies (Diskiene & Gostaitus, 2010). Different scholars have agreed that employees should try as much as possible to align their behaviors with organizational practices (Dean, 2011). However, if the values, personalities, and culture divert from the mainline framework, it results into chaos, which if not handled well, may lead to automatic chaos, which may at the end of it all, sabotage decision making processes. Personality patterns There is a divergence between individuals who work as employees of an organization.
This cuts across emotions, cognitions, and behavioral patterns (Diskiene & Gostaitus, 2010). It has been argued that different people have reacted differently when a conflict of interest occurs, and while some have been presenting low reactions (Bradshaw, 2012). Assessment of emotions is also an effective tool that is used to evaluate behavioral characteristics of individuals while at the home place and while at the workplace. While several people have become more committed to their work, some of the employees would always look for excuses to avoid hard work or changes within the organizational framework (Dean, 2011).
Personalities should be aligned to organizational variables that at most times may determine the performance of organizations. Delivery of good services and practices within the organization depends on personality traits or individualistic values. In the past analytical studies, Weber outlined that, the bureaucracy was the most effective model of managing chaos, and rationally distributing roles and responsibilities to employees, after some time, Perrow outlined that, organizations could be based when bureaucracy was applied in a systematic way (Dean, 2011).
Growth, change, and death of an organization strongly depend on how the organization recognizes its available responsibilities and cultural dimensions among its employees. Growth of an organization depends on whether the available cultural values and dimensions among employees are positively correlated to the organizational framework or not (Diskiene & Gostaitus, 2010). It has also been established and confirmed by different managers that, various objectives have not been made in the last decades, because they have failed to incorporate globalization techniques and cultural integration of employee personalities and values (Bradshaw, 2012).
Effect of values on the management of organizations is fatal if it is violated within the framework of organizational practices. Management of roles and responsibilities within the organization strongly depends on how one correlates his personal traits and how people perceive organizational practices. Proper linkage and orientation of personal traits and organization framework should be monitored and evaluated to ensure that there is a continuity of the flow of activities that can generate great benefits (Dean, 2011).
Bradshaw, A. (2012). Putting alignment to work to drive positive organizational outcomes. Degarmo Group. I-7.
Dean, K.W. (2011). Values-based leadership: How our personal values impact the workplace. Retrieved from
Diskiene, D. & Gostaitus, V. (2010). Relationship between individual and organizational values and employees’ job satisfaction. Current Issues of Business and Law, 5(2): 295-319.
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Silverhorne, C. (2004). The impact of organizational culture and person-organization fit on organizational commitment and job satisfaction in Taiwan. Leadership & Organizational Development Journal, 25(1): 592-599.
Weese, W.J. (1995). Leadership and organizational culture. An investigation of big ten and mid-American conference campus recreation administrators. Journal of Sport Management, 9(1): 119-134.