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1. EXPLAIN WHAT VALUES AND ATTITUDES ARE AND DESCRIBE THEIR
IMPACT ON MANAGERIAL ACTIONS
JUMALON, EVANGELINE E. II-B
Particularly, attitude in view point, a mindset or away of valuing life and we may
have our own personally thought-out and constructed values but many of the values we
accept are socially or culturally constructed. Society develops a value system or a set of
values and conveys these to us through schools, governments, churches, the media;
the family etc. all of this. To say that the text values truth does not really identify the
particular value regarding truth that the text encourages us to accept.
VALUES: INSTRUMENTAL AND TERMINAL VALUES
According to Rokeach M. (1973) values are enduring beliefs that a specific made
of conduct or end state of existence is personally or socially preferable to an opposite or
converse made of conduct or end state of existence and it give us a sense of right and
wrong, good and bad. Instrumental values reflect the means to achieving goals that is,
they represent the acceptable behaviors to be used in achieving some end state, and
instrumental values also identified by Rokeach include ambition, honesty, self-
sufficiency and courage. In contrast, terminal values represent the goals to be achieved
or the end state of existence and Rokeach identified happiness, love, pleasure, self-
respect, and freedom among the terminal values. Therefore, values is another source of
individual differences, as individuals grow the nature, they learn values, which change
over the life spin as an individual develops a sense of self.
Supported by Satterfield D. (N.D.) which is Davidson Company started that
values count, and values must be shared, and managers and employees believe in
living their values such that there is no rap between the values and behavior. They walk
the talk so to speak, values must be congruent so that employees do not get pulled in
contradictory directions. Therefore, the training modules allowed managers and
employees alike to delve into the difficult issues of ethics at work and if the changes at
Harley Davidson are lasting it will be because these shared values have become
embedded and ingrained in the fabric of the organizations.
Hence, perceived instrumental and terminal values can be determined by two
factors. Based on this concept I am much appreciated because there is lots of learning
that I got in this concept because of the intensity of the association between the
instrumental and terminal values. And it reflected to our strength of association between
the adjacent levels connecting the product attributes to the values can be taken. In
addition, the directness of the relation can important to values.

2. ATTITUDES: ATTITUDE FORMATION:
According to Troolin A. (N.D.) an attitude is a psychological tendency that is
expressed by evaluating a particular entity with some degree of favor or disfavor, and it
is important because of their links to behavior. Attitudes also an integral part of the
world of work. Managers speak of workers who have attributed to bad attitudes really
stems from lack of motivation, minimal feedback, lack of trust to attitudes as well as
their consequences, and managers also need to understand the different components
of attitudes.
Argued by Nelson D.L (2007), Attitudes are important because, directly or
indirectly, they affect work behavior, although many work attitudes are important, an
individual may hold different attitudes toward various aspects of the job. It is responses
to people and issue evolve over time, when attitudes are easily accessed and are active
in our cognitive processes, and peer pressure molts attitudes through group acceptance
of individuals who express popular attitudes and through sanctions, such as exclusion
from the group, place on individual who espouse unpopular attitudes. And also the
timing of the measurement also affects attitude-behavior correspondence.
Perhaps, one of the most important steps you can take toward achieving your
greatest potential in life is to learn to monitor your attitude and its impact on your work
performance, relationships and everyone around you. Attitude talk is a way to override
your past negative programming by erasing or replacing it with a conscious, positive
internal voice that helps you faces new directions. Your internal conversation that little
voice you listen to all day long acts like a seed in that it programs your brain and affects
your behavior. Take a closer look at what you are saying to yourself, it is very important
of us which is attitudes.
IMPACT ON MANAGERIAL ACTIONS:
According to Meier K.J and O’Toole L.J. (2002), Policies are implemented in
complex networks of organizations and target populations. Effective action often
requires managers to deal with an array of actors to procure resources, build support,
coproduce results, and overcome obstacles to implementation.. The core idea is that
management matters in policy implementation, but its impact is often nonlinear. One
way that public managers can make a difference is by leveraging resources and
buffering constraints in the program context. This investigation finds empirical support
for key elements of the network-management portion of the model. Implications for
public management are sketched. Managers must understand attitudes because of their
effects on work behavior. By understanding how attitudes how attitudes are formed and
how they how they can be changed manages affect employees’ views of what
constitutes right and wrong.

3. Niehoff B. P (1990) popular approaches to organizational leadership note that
productivity and innovation in U.S. organizations could be greatly improved if top
managers placed more emphasis on organizational values and culture. Recent findings
in transformational leadership research prescribe top management to develop and
share a vision for the organization, model that vision, encourage innovativeness,
support employee efforts, and allow employees input into decisions concerning their
jobs .These actions should act to improve productivity by increasing positive attitudes
and clarifying the roles of the employees. This study examined the relationships
between these five actions and employee commitment, job satisfaction, and role
ambiguity. Results suggest that top-management actions are strongly related to all three
of these outcomes. The results also suggest that the effects of certain actions vary for
different organizational settings.
Hence, in this concept had changing nature of teaching and learning, educators
constantly grapple with new ways of engaging learning so learners see meaning in what
they do, guided by initiative and the desire to seek improvement. These trends have
placed reflection in new light making it essential in the teaching and learning process.
While the study generally noted a positive stance on integrating reflection, this was not
realized through actual classroom integration. Despite acknowledgement that reflection
is crucial in student learning, the level of use and implementation is inconsistent
amongst educators as there are several competing perspectives and dilemmas faced.
To sum it up, it is important to understand these traits since it helps explain a
manager’s approach to planning, leading, organizing, etc .Managers should also be
aware of their own style and try to tone down problem areas. However all of this are
learned through observation of other employees and by the way are reinforced. Job
satisfaction and organizational commitment are important attitudes to encourage among
employees and participative management is an excellent tool for doing so. Shared
values within an organization can provide the foundation for cooperative efforts toward
achieving organizational goals. Therefore, attitudes, values are combining with
personality, perception, and attribution to make individual uniqueness is a major
managerial and it is one reason there is no single best way to manage people. They’ll
know if they are hungry or if their feet hurt, but they usually don’t have a good handle on
their attitude. That is a mistake because attitude is everything. It governs the way you
perceive the world and the way the world perceives you.

4. Reflection:
Rokeach, M. (1973). The Nature of Human Values. New York: The Free Press.
Niehoff B. P (1990) the Impact of Top-Management Actions on Employee Attitudes and
PerceptionsGroup & Organization Management 15: 337-352
O’Toole L.J, Jr. And. Meier K. J(2002 Public Management, Context, and Performance:
In Quest of a More General TheoryJ Public Adm Res Theory (2015) 25 (1): 237-
256 first published online March 28, 2002doi:10.1093/jopart/muu011
Satterfield D. (N.D.), the structure of terminal and instrumental values: Dimensions and
clusters".
Troolin A. (N.D.) "Multiple Interpretations of the Rokeach Value Survey". Journal of
Social Psychology. 133 (6): 797–805.
Nelson D.L (2007), "Multiple Interpretations of the Rokeach Value Survey". Journal of
Social Psychology. 133 (6): 797–805.