"The published objectives of a company will never reflect all the goals and values of the corporation as an institution or its management as human beings."(Richard Eells, California Management Review, 1959)
"The leadership and other processes of the organization must be such as to ensure a maximum probability that in all interactions and all interactions and all relationships with the organization each member will, in the light of his background, values, and expectations, view the experience as supportive and one which builds and maintains his sense of personal worth and importance." (Rensis Likert, "New patterns of management", 1961)
"Modern organization makes demands on the individual to learn something he has never been able to do before: to use organization intelligently, purposefully, deliberately, responsibly [...] to manage organization [...] to make [...] his job in it serve his ends, his values, his desire to achieve." (Peter F Drucker, The Age of Discontinuity, 1968)
"The advantages of having decisions made by groups are often lost because of powerful psychological pressures that arise when the members work closely together, share the same set of values and, above all, face a crisis situation that puts everyone under intense stress." (Irving Janis, "Victims of Groupthink", 1972)
"Organizations tend to grow through stages, face and surmount crises, and along the way learn lessons and draw morals that shape values and future actions. Usually these developments influence assumptions and the way people behave. Often key episodes are recounted in 'war stories' that convey lessons about the firm's origins and transformations in dramatic form. Eventually, this lore provides a consistent background for action. New members are exposed to the common history and acquire insight into some of the subtle aspects of their company." (Richard T Pascale & Anthony G Athos, "The Art of Japanese Management", 1981)
"Organizational values are best transmitted when they are acted out, and not merely announced, by the people responsible for training, or by the people who become role-models for recruits. The manager of an organization is a role-model ex officio and may have an astonishing ability to communicate organizational values to recruits in fleeting contacts with them. That is the age-old secret of successful generalship, and it is applied every day by charismatic leaders in other fields, whose commitments to their roles is so dramatic that they strike awe into the recruits who observe them in action." (Theodore Caplow, "Managing an Organization", 1983)
"Someone adhering to the values of a corporate culture - an intelligent corporate citizen - will behave in consistent fashion under similar conditions, which means that managers don’t have to suffer the inefficiencies engendered by formal rules, procedures, and regulations. […] management has to develop and nurture the common set of values, objectives, and methods essential to the existence of trust. How do we do that? One way is by articulation, by spelling [them] out. […] The other even more important way is by example."
"Change occurs only when there is a confluence of changing values and economic necessity." (John Naisbett & Patricia Aburdene, "Re-inventing the Corporation", 1985)
"A network is not a team. Nor is it a support system, which many women mistake it for. A man's network is the sum total of all those people with whom he barters. It is ever expanding among those of mutual interest and goals, not necessarily of mutual values and likes. They are the people with whom he does business, people who may join his team for some purpose, and others who may not." (Jinx Milea & Pauline Lyttle, "Why Jenny Can't Lead", 1986)
"Ethical pressures and decisions are viewed through the prism of one's own personal values. The distinction between personal and organizational values, however, often becomes blurred, especially the longer one stays with a particular organization and/or advances up the hierarchial ladder." (Warren H Schmidt & Barry Z Posner, Public Administration Review, 1986)
"The importance of top management commitment to organizational change is so well accepted that it is almost cliché to repeat the fact. We would therefore expect managerial values to be just as important in this area as in others that require strategic direction and leadership" (Thomas A Kochan,"The Mutual Gains Enterprise", 1994)
"Values are social norms - they're personal, emotional, subjective, and arguable. All of us have values. [...] The question you must ask yourself is, Are your values based upon principles? In the last analysis, principles are natural laws - they're impersonal, factual, objective and self-evident. Consequences are governed by principles and behavior is governed by values; therefore, value principles." (Stephen R Covey, "The 8th Habit: From Effectiveness to Greatness", 2004)
"Clean code is not written by following a set of rules. You don’t become a software craftsman by learning a list of heuristics. Professionalism and craftsmanship come from values that drive disciplines." (Robert C Martin, "Clean Code: A Handbook of Agile Software Craftsmanship", 2008)
"Mental models are representations of reality built in people’s minds. These models are based on arrangements of assumptions, judgments, and values. A main weakness of mental models is that people’s assumptions and judgments change over time and are applied in inconsistent ways when building explanations of the world." (Luis F Luna-Reyes, "System Dynamics to Understand Public Information Technology", 2008)
"For values or guiding principles to be truly effective they have to be verbs. It's not 'integrity'," it's 'always do the right thing'. It's not 'innovation', it's 'look at the problem from a different angle'. Articulating our values as verbs gives us a clear idea - we have a clear idea of how to act in any situation." (Simon Sinek, "Start With Why: How Great Leaders Inspire Everyone to Take Action", 2009)
"Image theory is an attempt to describe decision making as it actually occurs. […] The concept of images is central to the theory. They represent visions held by individuals and organisations that constitute how they believe the world should exist. When considering individuals, the theory refers to these images as the value image, trajectory image and strategic image. The value image is based on an individual’s ethics, morals and beliefs. The trajectory images encompass the decision maker’s goals and aspirations. Finally, for each trajectory image, a decision maker may have one or more strategic images that contain their plans, tactics and forecasts for their goal. […] In an organisational decision-making setting, these images are referred to as culture, vision and strategy." (Christopher B Stephenson, "What causes top management teams to make poor strategic decisions?", 2012)
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