Culture and Values
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|Author||: Ann Rhoades|
|Editor||: John Wiley & Sons|
Most leaders know that a winning, engaged culture is the key to attracting top talent—and customers. Yet, it remains elusive how exactly to create this ideal workplace —one where everyone from the front lines to the board room knows the company’s values and feels comfortable and empowered to act on them. Based on Ann Rhoades’ years of experience with JetBlue, Southwest, and other companies known for their trailblazing corporate cultures, Built on Values reveals exactly how leaders can create winning environments that allow their employees and their companies to thrive. Companies that create or improve values-based cultures can become higher performers, both in customer and employee satisfaction and financial return, as proven by Rhoades’ work with JetBlue, Southwest Airlines, Disney, Loma Linda University Hospitals, Doubletree Hotels, Juniper Networks, and P.F. Chang’s China Bistros. Built on Values provides a clear blueprint for how to accomplish culture change, showing: How to exceed the expectations of employees and customers How to develop a Values Blueprint tailored to your organization’s goals and put it into action Why it's essential to hire, fire, and reward people based on values alone, and How to establish a discipline for sustaining a values-centric culture Built on Values helps companies get on the pathway to greatness by showing the exact steps for either curing an ailing company culture or creating a new one from scratch.
|Author||: Matt Blumberg|
|Editor||: John Wiley & Sons|
You’re only a startup CEO once. Do it well with Startup CEO, a "master class in building a business." —Dick Costolo, Former CEO, Twitter Being a startup CEO is a job like no other: it’s difficult, risky, stressful, lonely, and often learned through trial and error. As a startup CEO seeing things for the first time, you’re likely to make mistakes, fail, get things wrong, and feel like you don’t have any control over outcomes. Author Matt Blumberg has been there, and in Startup CEO he shares his experience, mistakes, and lessons learned as he guided Return Path from a handful of employees and no revenues to over $100 million in revenues and 500 employees. Startup CEO is not a memoir of Return Path's 20-year journey but a thoughtful CEO-focused book that provides first-time CEOs with advice, tools, and approaches for the situations that startup CEOs will face. You'll learn: How to tell your story to new hires, investors, and customers for greater alignment How to create a values-based culture for speed and engagement How to create business and personal operating systems so that you can balance your life and grow your company at the same time How to develop, lead, and leverage your board of directors for greater impact How to ensure that your company is bought, not sold, when you exit Startup CEO is the field guide every CEO needs throughout the growth of their company.
|Author||: R. D'Andrade|
This study analyzes American, Vietnamese and Japanese personal values, attempting to understand how it can be ethnographers find large differences in values between cultures, yet empirical surveys find relatively small, almost trivial differences in personal values between cultures.
|Author||: Lawrence E. Harrison,Samuel P. Huntington|
|Editor||: Basic Books|
Prominent scholars and journalists ponder the question of why, at the beginning of the twenty-first century, the world is more divided than ever between the rich and the poor, between those living in freedom and those under oppression.
|Author||: Nedelko, Zlatko,Brzozowski, Maciej|
|Editor||: IGI Global|
The complete understanding of organizational culture and personal values is fundamental for running and improving modern organizations. By identifying the underlying building blocks for behavior, strategy, and actions of organizations and their members, companies and researchers may discover innovative techniques to encourage productive and satisfying working environments. Recent Advances in the Roles of Cultural and Personal Values in Organizational Behavior is a collection of innovative research on how culture and personal values shape and influence leadership styles, decision-making processes, innovativeness, and other management practices. While highlighting topics including employee motivation, leadership style, and organizational culture, this book is ideally designed for managers, executives, human resources professionals, recruiters, researchers, academics, educators, and students seeking current research on cultural backgrounds and personal values for organizations.
|Author||: J.P. Singh|
|Editor||: Stanford University Press|
The backlash against globalization and the rise of cultural anxiety has led to considerable re-thinking among social scientists. This book provides multiple theoretical, historical, and methodological orientations to examine these issues. While addressing the rise of populism worldwide, the volume provides explanations that cover periods of both cultural turbulence and stability. Issues addressed include populism and cultural anxiety, class, religion, arts and cultural diversity, global environment norms, international trade, and soft power. The interdisciplinary scholarship from well-known scholars questions the oft-made assumption in political economy that holds culture "constant," which in practice means marginalizing it in the explanation. The volume conceptualizes culture as a repertoire of values and alternatives. Locating human interests in underlying cultural values does not make political economy's strategic or instrumental calculations of interests redundant: the instrumental logic follows a social context and a distribution of cultural values, while locating forms of decision-making that may not be rational.
|Author||: Francisco Liñán,Ghulam Nabi,Norris Krueger|
Cultural Values and Entrepreneurship aims to broaden and deepen our understanding of which elements of ‘culture’ influence, or are influenced by, entrepreneurial activity. Differences in entrepreneurial activity among countries, and regions within those countries, are persistent and cannot be fully explained by institutional and economic variables. A substantial number of these differences have been attributed to culture, and it is clear that some socio-cultural practices, values and norms are more conducive to driving or inhibiting entrepreneurial intentions and activity. However, we need to dig deeper into ‘how’ and ‘why’ cultural practices, and underlying values and norms, matter in entrepreneurial action, in order to more fully understand the complexities of the processes, without making cross-cultural or cross-national generalisations. Unique cultural, national, and institutional contexts present different practices in terms of opportunities and challenges for driving entrepreneurial action. The contributions in this book consider some of the many different facets of the culture-entrepreneurship relationship, and offer valuable insights to our understanding of the field. This book was originally published as a special issue of Entrepreneurship & Regional Development.
|Author||: Richard Hugman|
"This groundbreaking book examines the ways in which questions of culture and diversity impact on the values and ethics of social work. Using detailed case studies to illustrate key points for practice, Richard Hugman discusses how social workers can develop culturally-competent ethical practice and work creatively with the tensions it sometimes involves. Debates rage over whether there is a core set of unchangeable social work values or whether they might be different at different times and for different people. This textbook proposes a new approach of 'ethical pluralism' for social work practice, in which both shared humanity and the rich variety of cultures contribute to a more dynamic way of understanding social work's underpinning values and ethics.In particular, this book explores the implications of a pluralist approach to ethics for the central questions of: Human rights and social justice Caring relationships Social and personal responsibilities Agency and autonomy Values such as truth, honesty, openness, service and competence. It is vital that social workers understand the values and ethics of their profession as a crucial part of the foundations on which practice is built and this is the only text to explore the connections between culture, values and ethics and fully develop the pluralist approach in social work. Culture, Values and Ethics in Social Work is essential reading for all social work students and academics. "--
|Author||: Sava Alexander Vojcanin|
|Editor||: Transaction Publishers|
This festschrift, in honor of the work of Gray L. Dorsey, covers their major areas of his lifelong commitment to the culture and jurisprudence of law in an historical and comparative, East-West context. Within his normative framework, Dorsey took account of the crisis in positivism, Marxism, and alternative conceptions of value in the law. His work emphasized intercultural conflicts in a societal and global environment without surrendering the sense of western culture and its special contributions to legal and moral thought. The volume, originally prepared as a special issue of the Washington University Law Quarterly, has the benefit of an urbane new opening essay by Professor Vojcanin, which seeks to show how jurisculture is a "treasure map one may use to unearth the holes in which justice was hidden." It also contains a special essay by Gray Dorsey to conclude the volume in which he offers his current views on the philosophy of law and social theory in general. The volume is vigorous in its analysis, and central to any serious appraisal of the status of the philosophy of international law at this stage in history. The essays by Abraham Edel, Elizabeth Flower, Harold J. Berman, and Iredell Jenkins give special attention to this theme. The chapters by Jerome Hall, Herbert H.P. Ma, and Thomas H. Fang each take up a central issue in the relationship of world religion to world law. A third set of papers--by Edward McWhinney, Palitha T.B. Kohona, and Jacob W.F. Sundberg, discuss the major sociological implications of Dorsey's type of legal theory--with figures from Karl Marx, Max Weber, and F.S.C. Northrop covered in detail. For three decades, Gray L. Dorsey has contributed to comparative legal systems, emphasizing through his novel method of reasoning--jurisculture--a synthesis of empirical investigation and legal reasoning. Dorsey's work focuses on a set of meanings derived without reference to observed events, but by the adaptation and use of fundamental beliefs to organize and govern human cooperation. Gray L. Dorsey is Charles Nagel Professor Emeritus of Jurisprudence at International Law at Washington University Law School in St. Louis. He is the author of, among other works, Beyond the United States: Changing Discourse in International Politics and Law, and Jurisculture--the first two volumes, on Greece and Rome, and on India and China are now published by Transaction Publishers--with an additional five volumes remaining to complete this massive project. He is a past president of the International Association for Philosophy of Law and Social Philosophy.
|Author||: Philippe d'Iribarne|
How should a Western company manage cross-culturally corporate values in its foreign subsidiaries? Do these values make sense everywhere and can they assumed to be universal or, on the contrary, are they culturally Western specific? Philippe d’Iribarne provides answers to these timely and urgent questions, based on research carried out in the subsidiaries of a leading global company, Lafarge, in the contrasting cultural environments of China, the United States, France and Jordan. It appears that, in a large part of the world, people's expectations are similar; they expect from a good employer clear and decisive leadership, and fair and compassionate treatment, helping them to live a good life. But treating these expectations as the ‘same’ could be misleading. Western companies with a humanistic orientation are well positioned to fulfil them, provided they are willing, in each and every geography, to take into account the local vision of the right way to achieve a good life. By following the example presented in this book, companies who care can deliver economic efficiency as well as progressive people management in the countries in which they operate.
|Author||: Muers, Stephen|
|Editor||: Policy Press|
Why do so many government policies fail to achieve their objectives? Why are our political leaders not held to account for policy failures? Drawing on his years of experience as a senior government policy maker, as well as on global research, Stephen Muers uses examples ranging from the collapse of the Soviet Union to Cold War Germany, the election of Donald Trump and the Brexit referendum to expose the crucial impact culture and values have on policy success and political accountability. This illuminating study sets out why policy makers need to take culture seriously, how culture and values shape the political system and presents essential, practical recommendations for what governments should do differently.
|Author||: Pranas Žukauskas,Jolita Vveinhardt,Regina Andriukaitienė|
|Editor||: BoD – Books on Demand|
This monograph focuses on the level of management culture development in organizations attempting to disclose it not only with the help of theoretical insights but also by the approach based on employees and managers. Why was the term "management culture" that is rarely found in literature selected for the analysis? We are quite often faced with problems of terminology. Especially, it often happens in the translation from one language to another. While preparing this monograph, the authors had a number of questions on how to decouple the management culture from organization's culture and from organizational culture, how to separate management culture from managerial culture, etc. However, having analysed a variety of scientific research, it appeared that there is no need to break down the mentioned cultures because they still overlap. Therefore, it is impossible to completely separate the management culture from the formal or informal part of organizational culture. Management culture inevitably exists in every organization, only its level of development may vary.
|Author||: Lawrence S. Cunningham,John J. Reich,Lois Fichner-Rathus|
|Editor||: Cengage Learning|
The ninth edition of CULTURE AND VALUES: A SURVEY OF THE HUMANITIES introduces students to the history of humankind through the lens of the humanities -- language and literature, art and architecture, music, philosophy, and religion -- from the dawn of civilization to the contemporary world. CULTURE AND VALUES encourages students to place their own backgrounds and beliefs in context and consider how understanding both their own and other heritages contributes to becoming a citizen of the world in the 21st century. Coauthor Lois Fichner-Rathus continues to bring her pedagogical expertise, clear conversational style, and love of teaching to this beautifully written and illustrated book. New and revised features encourage students to draw comparisons and connections as well as engage their critical thinking skills. Chapter previews, timelines, glossaries, and “Big Picture” reviews provide consistent pedagogical support throughout the text to help students master the material. Important Notice: Media content referenced within the product description or the product text may not be available in the ebook version.
|Author||: Sonia Roccas,Lilach Sagiv|
What are values? How are they different from attitudes, traits, and specific goals? How do our values influence our behavior, and vice versa? How does our culture and environment impact the relationship between values and behavior? These questions and more are rigorously examined by prominent and emerging scholars in this significant volume Values and Behavior: Taking A Cross Cultural Perspective. Personal values are cognitive representations of abstract, desirable motivational goals that guide the way individuals select actions, evaluate people and events, and explain their actions and evaluations. The unique features of values have implications for their impact on behavior. People are highly satisfied with their values and perceive them as close to their ideal selves. At the same time, however, daily interpersonal interaction reveals that individuals hold different, sometimes opposing, value profiles. These individual differences are even more apparent when individuals from different cultures interact. The collected chapters address the links between values and behavior from a cultural perspective. They review studies conducted in various cultures and discuss culture as a moderator of the relationships between values and behavior. Structurally, part I of the volume discusses what values are and how they should be measure; part II then examines the contents of the relationships between values and behavior in different life-domains, including prosocial behavior, aggression, behavior in organizations and relationships formation. Part III explores some of the moderating mechanisms that relate values to behavior. Taken together, these chapters review and synthesize over twenty years of research on values and behavior, and propose new insights that have important implications for both research and for practice.
|Author||: Kim S. Cameron,Robert E. Quinn|
|Editor||: John Wiley & Sons|
Diagnosing and Changing Organizational Culture provides a framework, a sense-making tool, a set of systematic steps, and a methodology for helping managers and their organizations carefully analyze and alter their fundamental culture. Authors, Cameron and Quinn focus on the methods and mechanisms that are available to help managers and change agents transform the most fundamental elements of their organizations. The authors also provide instruments to help individuals guide the change process at the most basic level—culture. Diagnosing and Changing Organizational Culture offers a systematic strategy for internal or external change agents to facilitate foundational change that in turn makes it possible to support and supplement other kinds of change initiatives.
|Author||: T. K. Das|
The field of strategy science has grown in both the diversity of issues it addresses and the increasingly interdisciplinary approaches it adopts in understanding the nature and significance of problems that are continuously emerging in the world of human endeavor. These newer kinds of challenges and opportunities arise in all forms of organizations, encompassing private and public enterprises, and with strategies that experiment with breaking the traditional molds and contours. The field of strategy science is also, perhaps inevitably, being impacted by the proliferation of hybrid organizations such as strategic alliances, the upsurge of approaches that go beyond the customary emphasis on competitiveness and profit making, and the intermixing of time-honored categories of activities such as business, industry, commerce, trade, government, the professions, and so on. The blurring of the boundaries between various areas and types of human activities points to a need for academic research to address the consequential developments in strategic issues. Hence, research and thinking about the nature of issues to be tackled by strategy science should also cultivate requisite variety in issues recognized for research inquiry, including the conceptual foundations of strategy and strategy making, and the examination of the critical roles of strategy makers, strategic thinking, time and temporalities, business and other goal choices, diversity in organizing modes for strategy implementation, and the complexities of managing strategy, to name a few. This book series on Research in Strategy Science aims to provide an outlet for ideas and issues that publications in the field do not provide, either expressly or adequately, especially as regards the comprehensive coverage deserved by certain emerging areas of interest. The topics of the volumes in the series will keep in view this objective to expand the research areas and theoretical approaches routinely found in strategy science, the better to permit expanded and expansive treatments of promising issues that may not sufficiently align with the usual research coverage of publications in the field. Cultural Values in Strategy and Organization contains contributions by leading scholars on the role of cultural values in the field of strategy science research. The 11 chapters in this volume cover the topics of ecological organizing and evolving cultural values, corporate cultural responsibility, cultural integration in mergers and acquisitions, culture and paradoxical frames, cultural values in the fair trade market, national culture and legitimacy, family businesses as values-driven organizations, cultural intelligence of executives, building an alliance culture, personal values of civil engineers and architects, and cultural characteristics of Chilean and Brazilian workforces. The chapters collectively present a wide-ranging review of the noteworthy research perspectives on the role of cultural values in strategy and organization.
|Author||: Brené Brown|
|Editor||: Random House|
#1 NEW YORK TIMES BESTSELLER • Brené Brown has taught us what it means to dare greatly, rise strong, and brave the wilderness. Now, based on new research conducted with leaders, change makers, and culture shifters, she’s showing us how to put those ideas into practice so we can step up and lead. Look for Brené Brown’s new podcast, Dare to Lead, as well as her ongoing podcast Unlocking Us! NAMED ONE OF THE BEST BOOKS OF THE YEAR BY BLOOMBERG Leadership is not about titles, status, and wielding power. A leader is anyone who takes responsibility for recognizing the potential in people and ideas, and has the courage to develop that potential. When we dare to lead, we don’t pretend to have the right answers; we stay curious and ask the right questions. We don’t see power as finite and hoard it; we know that power becomes infinite when we share it with others. We don’t avoid difficult conversations and situations; we lean into vulnerability when it’s necessary to do good work. But daring leadership in a culture defined by scarcity, fear, and uncertainty requires skill-building around traits that are deeply and uniquely human. The irony is that we’re choosing not to invest in developing the hearts and minds of leaders at the exact same time as we’re scrambling to figure out what we have to offer that machines and AI can’t do better and faster. What can we do better? Empathy, connection, and courage, to start. Four-time #1 New York Times bestselling author Brené Brown has spent the past two decades studying the emotions and experiences that give meaning to our lives, and the past seven years working with transformative leaders and teams spanning the globe. She found that leaders in organizations ranging from small entrepreneurial startups and family-owned businesses to nonprofits, civic organizations, and Fortune 50 companies all ask the same question: How do you cultivate braver, more daring leaders, and how do you embed the value of courage in your culture? In this new book, Brown uses research, stories, and examples to answer these questions in the no-BS style that millions of readers have come to expect and love. Brown writes, “One of the most important findings of my career is that daring leadership is a collection of four skill sets that are 100 percent teachable, observable, and measurable. It’s learning and unlearning that requires brave work, tough conversations, and showing up with your whole heart. Easy? No. Because choosing courage over comfort is not always our default. Worth it? Always. We want to be brave with our lives and our work. It’s why we’re here.” Whether you’ve read Daring Greatly and Rising Strong or you’re new to Brené Brown’s work, this book is for anyone who wants to step up and into brave leadership.