Most of the organisations have worded their values in their organisational strategies presented on their web pages and have hopefully made all the steps necessary to implement those values. In several cases, organisations have just worded their values, but the employees will not adapt to those. Since the values management is a quite well-described area, additional research seems not to be a priority. On the other hand, another aspect, which is important in using the values as a tool to achieve success, is the content of values. In other words, organisations need to know which values comply with the contemporary management paradigm and would support the organisations to achieve success. The same aspect is extremely important in the field of organisational quality management and assurance, where the real quality is shown through adapted (real) values, and at the same time, the shared values are one of the quality criteria of the postmodernist organisation. This chapter bases, on fact, that although values are quite popular topic of researches and theories, the values congruent with the organisational success is a mostly unexplored field. Therefore, the authors describe the impact of values on organisational success.
Part of the book: Congruence of Personal and Organizational Values
Through the last decades, values have been one of the hot topics for researchers. Hundreds of researches and articles describe and analyze values of different level based on different theories. At the same time, construct of values has still remained a little bit mysterious, because we still do not fully understand and agree how the values shape and develop. Fortunately, most of the researchers agree on that organizational values and success (no matter how we define the success) are connected and dependent on each other. Often in organizations, the values are described and an effort made to propagate them to the employees and integrate into everyday actions. A more complex question remains how to evaluate if the desired values have imprinted themselves in the organization. The main aim of the chapter is to show how the conflicts in the organization might be used as the indicators of organizational real values. The chapter is based on the former researches of the authors and others. Results show that conflicts describe organizational real values and therefore organizational conflicts can be used as a tool to assess the implementation of organizational values.
Part of the book: Organizational Conflict