Values, Beliefs, and Leadership in Organizations

This assignment delves into the intricate relationship between employee motivation, organizational values, and leadership practices. It examines how an individual's beliefs, identity, and values impact their perception of work and commitment to the organization. The assignment also explores the significance of organizational values in shaping strategic behavior, decision-making, and overall performance. Additionally, it discusses the multifaceted role of leaders in fostering a motivated workforce and driving organizational success.

Running head: ORGANIZATIONAL BEHAVIOUR
Organizational Behavior
Name of the Student:
Name of the University:
Author’s Note

1ORGANIZATIONAL BEHAVIOUR
Table of Contents
1. a. Perceived Unique Canadian Beliefs, Values and Attitudes.....................................................2
i. At the Individual Level.............................................................................................................2
ii. At the Organizational Level.....................................................................................................2
b. How do they translate into Emergent Behavior?.....................................................................3
2. a. The Parts of your Identity, Values and Beliefs........................................................................3
i. Similar to Canadian Values......................................................................................................3
ii. Parts that Appears Different....................................................................................................4
b. Patterns of Behavioral Tradition Similar or Different From Canadian Norm.........................4
3. Importance of Managing Diversity and Its Importance across Organization.............................5
4. Impact of Belief, Identity and Values on Organizational Culture...............................................6

2ORGANIZATIONAL BEHAVIOUR
1. a. Perceived Unique Canadian Beliefs, Values and Attitudes
i. At the Individual Level
At an individual level, in Canada the belief system encompasses wider range of beliefs
and groups. Christianity has been largest religion of Canada with Roman Catholics being more
prevalent. However, Christians comprised of around 67.3 % of population. Around 23.9% people
amongst the total population did not have belief in any religion (Best & Mayerl, 2013).
Canada being a democratic nation has value system that primarily focuses on freedom,
equality and respect for individuals in the society. This also finds reflection in the Canadian
Charter of Freedom and Rights and hence forms a part of the Canadian Constitution.
However, at the individual level as far as attitudes is concerned, Canada tries to maintain
a role of peace keeping across the world (Robinson, Shaver & Wrightsman, 2013). Canadian
people are too polite by nature. The people of Canada have the habit of expressing their
thankfulness even when other people bump into them.
ii. At the Organizational Level
However, at the organizational level they believe in multiculturalism and diversity.
Canada developed into a strong nation by welcoming the immigrants (Pinder, 2014). The
Canadians however believe that diversity and richness brought about by various cultures enriches
the society. Thus, in the year 1971, Canada adopted multiculturalism as its official policy.
At the organizational level, they value punctuality. This also considered as a sign of
respect. Time is highly valued in Canada and hence every organizational member expected to
arrive 5 to 10 minutes prior to the allotted time (Taras, Rowney & Steel, 2013). Deadlines also

3ORGANIZATIONAL BEHAVIOUR
considered seriously and considered equal to honoring of commitments. This also represents a
sign of integrity.
Canadians however possess a casual attitude be it in terms of dress code or language. The
follow no strict dress code in the workplace unless that are working for a law office or bank.
Clothes worn are mostly informal to casual (Moran, Abramson & Moran, 2014). They also
follow a norm where they address their seniors by the first name.
b. How do they translate into Emergent Behavior?
The beliefs, values and attitudes of the Canadian people help them to achieve their goals
during the lifetime. This includes leading a prosperous and exciting life that has a sense of
accomplishment (Krahn & Galambos, 2014). This also results in an equality and feeling of
goodwill and equal opportunity amongst everyone. The Canadian belief system also results in
inner harmony and feeling of contentment. In addition, they also make the Canadian people
ambitious, hardworking, capable, courageous, imaginative and honest.
2. a. The Parts of your Identity, Values and Beliefs
i. Similar to Canadian Values
In Australia, the parts of the identity, values and beliefs that appear similar to Canadian
values are egalitarianism, order and space and community orientation (Fiske, Hodge & Turner,
2016). Egalitarian society referred as a society where all people considered equal. This
represents a society where hierarchy is not evident. Here everyone enjoys opportunities and
rights in the society regardless of age, gender, race and belief. There is also similarity in order
and space where valuation is entitled to the personal space. There is avoidance of discussions
related to salary, weight, religion and family life. Disruptive behavior including shouting, talking

4ORGANIZATIONAL BEHAVIOUR
loudly, speaking out of turn is also not entertained. There is another similar aspect that relates to
community where contribution made for the betterment of community. There is also huge
involvement in volunteering and donation services thereby maintaining affinity and pride for
their community.
ii. Parts that Appears Different
In Australia, the part of identity, values and beliefs that appears to be different includes
regionalism, political correctness and love for the environment. Australians as the Canadians do
not always refrain from saying things that might insult or exclude marginalize people. Being
politically correct however helps in spreading harmony (Moreton-Robinson, 2015). Australians
do not possess a strong feeling of regionalism. Regionalism refers to the affinity of region or
province. There is also the aspect of extreme environmental love amongst the Canadians that
also stands apart from the Canadians. The Canadians takes pride in their bountiful and rich
resources and thus have possess a greater respect for environment. Canadian people possess a
nature of appreciating the nature along with undertaking necessary campaigns. They also
maintain open spaces and parks and adopt policies that are friendlier towards the ambience.
b. Patterns of Behavioral Tradition Similar or Different From Canadian Norm
Australians have their own tradition, belief and values as the Aboriginals and Torres
Strait Islanders have primarily inhabited them. The history of Australia has been quite turbulent
and the government plays a vital role in improving the health, education, equality and
employment opportunities of the Australian people (Carson & Kerr, 2017). Similar to the
Canadian norm, Australian values also includes freedom of individual, dignity and equal worth
for everyone. In addition, they also possess freedom of association, freedom of speech, freedom

5ORGANIZATIONAL BEHAVIOUR
of secular government and religion, support for parliamentary democracy, equality for women
and men and equality of opportunity.
Unlike Canadian norm, Australian dress code differs as per location and situation.
However, the dress codes in workplaces depend on the environment (Barak, 2016). While office
jobs require one to dress modestly, neatly and in a cleaner manner while dress requirements for
construction or labor jobs include hard hats and steel cap shoes for ensuring safety. The public
can however dress casually.
There is another similarity that Australians with the Canadian norm and attributed to
greetings and polite behavior. Australians believe in shaking the right hand as a sign of greeting.
They believe in being polite while meeting a person for the first time and look straight into the
eye of the person while the conversing (Jones, 2013). Like the Canadian norm, the Australians
also prefer calling someone by their first name. It is also a common phenomenon amongst the
Australians to make use of words like thank you, sorry or please while conversing with strangers
and friends. This trait is also common for both the cultures.
3. Importance of Managing Diversity and Its Importance across Organization
Managing a diverse workforce enables an organization in harnessing pool of individuals
possessing unique qualities (Kirton & Greene, 2015). The combination of difference acts as a
potential for growth in addition to opportunities. Diversity also helps in developing and nurturing
the potential of each of the individuals.
Employees across all the sectors of Canadian economy focused in the retention and
attraction of a diverse workforce. Diverse workforce is beneficial in maintaining the
effectiveness of an organization. Diversity helps in meeting skill shortages and challenges of

6ORGANIZATIONAL BEHAVIOUR
related to recruitment (Dipboye & Colella, 2013). A diverse workforce not only enhances
retention and employee satisfaction but also helps in providing client service. It also broadens
community engagement, foster innovation and helps in promoting organizational values.
4. Impact of Belief, Identity and Values on Organizational Culture
Impact of Belief, Identity and Values on Motivational Practices
Organizational motivation and culture not only just influence the performance of the
employee but the effectiveness, sustenance and performance of the organization. The impact of
belief, identity and values has an impact on the motivational factor of the organization
(Wlodkowski & Ginsberg, 2017). Employees who are non-motivated generally portray
dissatisfaction towards work, seem to be less committed and have more affinity to quit the
organization. In addition, they develop a detachment towards work and psychologically or
emotionally withdraw themselves from the organization. Here comes the need for employee
motivation that helps in determining the intention of the employees
Impact of Belief, Identity and Values on Leadership and Management Practices
The values serve as a perpetual filter for how the leaders help in perceiving the external
environment and shaping the strategic behavior, choice and organizational performance (Bolman
& Deal, 2017). Leadership is not only focusing on the betterment of the people but it also
includes profit and loss responsibility, financial and operational performance and development of
strategy.

7ORGANIZATIONAL BEHAVIOUR
References:
Barak, M. E. M. (2016). Managing diversity: Toward a globally inclusive workplace. Sage
Publications.
Best, H. & Mayerl, J.( 2013). Values, beliefs, attitudes: an empirical study on the structure of
environmental concern and recycling participation. Social Science Quarterly, 94(3),
pp.691-714.
Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: Artistry, choice, and leadership.
John Wiley & Sons.
Carson, E., & Kerr, L. (2017). Australian social policy and the human services. Cambridge
University Press.
Dipboye, R. L., & Colella, A. (Eds.). (2013). Discrimination at work: The psychological and
organizational bases. Psychology Press.
Fiske, J., Hodge, B., & Turner, G. (2016). Myths of Oz: reading Australian popular culture.
Routledge.
Jones, J. (2013). Trans dressing in the workplace. Equality, Diversity and Inclusion: An
International Journal, 32(5), 503-514.
Kirton, G., & Greene, A. M. (2015). The dynamics of managing diversity: A critical approach.
Routledge.
Krahn, H. J., & Galambos, N. L. (2014). Work values and beliefs of ‘Generation X’and
‘Generation Y’. Journal of Youth Studies, 17(1), 92-112.

8ORGANIZATIONAL BEHAVIOUR
Moran, R. T., Abramson, N. R., & Moran, S. V. (2014). Managing cultural differences.
Routledge.
Moreton-Robinson, A. (2015). The white possessive: Property, power, and indigenous
sovereignty. University of Minnesota Press.
Pinder, C. C. (2014). Work motivation in organizational behavior. Psychology Press.
Robinson, J.P., Shaver, P.R. & Wrightsman, L.S. eds. (2013). Measures of Personality and
Social Psychological Attitudes: Measures of Social Psychological Attitudes (Vol. 1).
Academic Press.
Taras, V., Rowney, J., & Steel, P. (2013). Work-related acculturation: change in individual
work-related cultural values following immigration. The International Journal of Human
Resource Management, 24(1), 130-151.
Wlodkowski, R. J., & Ginsberg, M. B. (2017). Enhancing adult motivation to learn: A
comprehensive guide for teaching all adults. John Wiley & Sons.