this document is on Attitudes and values in organisation behavior for BBA/B.com students . it tells about that how an individual behave in an organisation. Attitude : An attitude is a way of thinking or feeling about something, a certain state of mind at the time.

1. Attitude
Attitudes Definition:
An attitude is a way of thinking or feeling about something, a certain
state of mind at the time.
Behaviors Definition:
Behavior is defined as the way one acts towards themselves and others
around them. To link the two we could say that due to the attitude a
person has towards spiders, he/she may behave differently.
What are Attitudes?
Mental states, developed through experience, which are always ready
to exert an active influence on an individual’s response to environment
any conditions or circumstances to which the person has been directed
certain regularities of an individual’s feelings, thoughts and
predispositions to act toward some aspect of his
ABC
There are said to be three components of an attitude, which can easily
be remembered using ‘ACB’. These three components are;

2.  Affective Component – feelings of an attitude – For example if a
person is scared of spiders or dogs.
 Behavioral Component – Predispositions to act towards an
attitude. – For example if the person scared of spiders sees one,
they will react and scream.
 Cognitive Component – Thoughts about an attitude. – For example
this is why they justify their actions against the spider, believing
it to be dangerous in some way.
The main point about the ABC model is that we believe a person will be
consistent with the attitudes towards things that they have. For
example a person will always be scared when they see a spider.
However, this is not always true, most people have the attitude that
drinking excessively will be damaging to their health, yet despite this
their behaviour around alcohol is to carry on drinking.
Attitudes in the Workplace
Attitudes come into the workplace under four different headings,
these are;
 Work Situation – Attitude towards the actual job; pay, co-
workers, working conditions, etc. – This will influence how the

3. culture is in the company; how people see the work situation will
change their behaviors. If they believe they are not being paid
enough, they may well act out behaviorally.
 Personality – The way someone attitude is in the first place. –
Completely dependent on the actual employee and a reason why
the hiring process can be such a big part of a business, to ensure
that they hire the right personality, the right person whose
attitudes and behaviors fit in with those already working in the
organisation.
 Values – What comes out of the work? – The attitude towards
the standard of work.
 Social Influences – What co-workers, managers etc. attitudes
are like. – If fellow co-workers are lazy, then the attitude is
likely to by ‘well why I should work harder?’ and this will cause
the behaviour of not working hard enough just because others
are.
Values
o Wisdom and Knowledge: The capacity to take information and
convert it to something useful. Wisdom comes from capitalizing

4. on one's experience to interpret information in a knowledgeable
manner to produce wise decisions. A prerequisite to doing the
right thing when facing an ethical dilemma knows what to do,
knowing the difference between right and wrong.
Table 22.2: Value - Attitude - Ethical Behaviour Chain
Value Attitude Ethical Behavior
Wisdom and Knowledge
Experience promotes
wisdom that helps convert
information to knowledge.
Using knowledge to
solve problems ethically
and to do what is right.
Self-Control
Self-control means
effectively managing
reactions to challenging
situations and
temptations.
Putting personal
motivations aside and
acting with objectivity by
doing what is right.
Justice
Acting justly and fairly is
a long-term driver of
ethical behavior;
remember the "Golden
Rule."
Establishing just and
mutually agreed upon
criteria and administering
them fairly to all people.
Transcendence
The belief in a power
and source outside
oneself reduces self-
serving actions and
increases humility.
Putting institutional
and/ or stakeholder
interests above self -
interests. Identifying a
personal purpose that is

5. o Self-Control: The ability to avoid unethical temptations. The
capacity to take the ethical path requires a commitment to the
value of acting with temperance. Ethical people say "no" to
individual gain if it is inconsistent with institutional benefit and
goodwill.
o Justice and Fair Guidance: The fair treatment of people.
Justice is served when individuals perceive that they receive a
fair return for the energy and effort expended. For example, a
leader's commitment to justice is tested continually with the
allocation of organizational resources. Are certain individuals and
groups given special treatment without regard to objective
criteria by which to judge fairness? Ethical leaders value and
embrace fair advice and guidance.
aligned with organizational
mission.
Love and Kindness
Treating people with
kindness helps increase
the reservoir of positive
affection and love.
Recognizing and
encouraging others for
their contributions.
Courage and Integrity
Ethics requires the
courage to do the right
things consistently
without regard to
personal consequences.
Making unpopular
decisions based on fair
consideration of the
facts.

6. o Transcendence: The recognition that there is something beyond
oneself more permanent and powerful than the individual.
Without this value, one may tend toward self-absorption. Leaders
who are motivated predominately by self-interest and the
exercise of personal power have restricted effectiveness and
authenticity.
o Love and Kindness: The expression through words and deeds of
love and kindness. Researchers have documented that there
appear to be different types of "love." In an organizational
context, love refers to an intense positive reaction to another co
-worker, group and/or situation. An organization "with heart"
allows for the expression of love, compassion and kindness among
and between people, the goodwill which can be drawn upon when
one faces ethical challenges.
o Courage and Integrity: The courage to act ethically and with
integrity. These values involve discerning right from wrong and
acting accordingly. They impel one to consistently do what is right
without concern for personal consequences, even when it is not
easy.