Fundament beliefs and principles about what is important to a person, professional, or discipline.
The fundamental beliefs that drive organizational behavior and decision making.
a person's principles or standards; judgments of what is valuable or important in life
characteristics of things that make them more or less desirable, important, or useful.
The understandings and expectations that describe how the organisation's people behave and upon which all business relationships are based (e.g. trust, support and truth).
Values describe how we intend to operate as we pursue our vision. A set of values might govern how we behave with each other, how we expect to regard our community, and what our limitations are. When values are articulated as part of the organization, they become like a figure head on a ship,@ a guiding symbol of the behavior that will help people move toward the vision (Senge, 1994, Covey, 1989).
DA values prescribed by Army's senior leadership and displayed in Part V of the Civilian Evaluation Report Forms, DA Forms 7222 and 7223. They are Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, and Personal Courage.
The understandings and expectations that describe how the organisational relationships are based (e.g. trust, support and truth). (European Foundation for Quality Management)
The dimensions or objectives we choose with which to measure the system and those variables we attempt to optimise in deriving fitness. Due to neural associations, the often imagined dualism between 'fact' and 'value' is invalid, thus values (purposes) can and should form a part of our scientific worldview.
Basic convictions about what is right or wrong.
Values are our subjective reactions to the world around us. They guide and mold our options and behavior. Values have three important characteristics. First, values are developed early in life and are very resistant to change. Values develop out of our direct experiences with people who are important to us, particularly our parents. Values rise not out of what people tell us, but as a result how they behave toward us and others. Second, values define what is right and what is wrong. Notice that values do not involve external, outside standards to tell right or wrong; rather, wrong, good or bad are intrinsic. Third, values themselves cannot be proved correct or incorrect, valid or invalid, right or wrong. If a statement can be proven true or false, then it cannot be a value. Values tell what we should believe, regardless of any evidence or lack thereof. aluing Differences: Refers to systemic, organizational and personal development work (not a program) that focuses on all employees, clients, customers, and investors feeling valued (not just tolerated).