Book contents
- Frontmatter
- Work and Authors
- Contents
- Introduction
- SECTION ONE MANAGEMENT OF VALUE AND BY VALUE. SURVEY RESEARCH
- 1 General information about research survey
- 2 Characteristics of research sample
- 3 Perception of various value groups in management
- 4 Impact of values on management in the opinions of respondents
- 5 In search of dependency
- 6 Values whose significance has changed the most
- 7 Importance of economic values
- 8 Perception of innovativeness
- 9 Perception of effectiveness
- 10 Fair remuneration
- 11 Importance of the chosen non-economic values
- 12 Common values for people in an organization (corporate)
- 13 Respecting values in the personnel policies of an organization
- 14 Findings and conclusions from research analysis
- Appendix 1. Survey research
- SECTION TWO CASE STUDIES
- SECTION THREE CHOSEN AXIOLOGICAL ISSUES 235
11 - Importance of the chosen non-economic values
from SECTION ONE - MANAGEMENT OF VALUE AND BY VALUE. SURVEY RESEARCH
Published online by Cambridge University Press: 12 January 2018
- Frontmatter
- Work and Authors
- Contents
- Introduction
- SECTION ONE MANAGEMENT OF VALUE AND BY VALUE. SURVEY RESEARCH
- 1 General information about research survey
- 2 Characteristics of research sample
- 3 Perception of various value groups in management
- 4 Impact of values on management in the opinions of respondents
- 5 In search of dependency
- 6 Values whose significance has changed the most
- 7 Importance of economic values
- 8 Perception of innovativeness
- 9 Perception of effectiveness
- 10 Fair remuneration
- 11 Importance of the chosen non-economic values
- 12 Common values for people in an organization (corporate)
- 13 Respecting values in the personnel policies of an organization
- 14 Findings and conclusions from research analysis
- Appendix 1. Survey research
- SECTION TWO CASE STUDIES
- SECTION THREE CHOSEN AXIOLOGICAL ISSUES 235
Summary
The ranking of importance of such values as the following is analysed here:
– sustainability;
– social responsibility of enterprises (CSR);
– the so-called dignity values;
– balancing professional work, personal and family life, as well as civic involvement;
– quality (broad perception encompassing products and processes, as well as work; this of course did not refer tithe assessment of the quality of products, etc., but also the significance provided by quality s a value);
– justice;
– honesty.
These were not all the values stipulated in the catalogue of values as there are no such technical possibilities (analysis taking account of all the values from the catalogue would be too troublesome for the respondents). It is worth noting that the catalogue of values was not prepared exclusively from the viewpoint of this research and we hope that the scope of the applications of the catalogue shall be wider. The results have been displayed in Table 44.
Sustainable development
The concept of sustainability is more known in Poland by the term “sustainable development” or “long-lasting growth”. This explanation is not entirely accurate as this development is achieved in leaps and bounds, rather than evenly. Nevertheless, if sustainability is to be understood as the appropriate relations between the product, technological and economic development on the one hand, while the social development on the other hand, thirdly protection of the natural environment, as well as fourthly, attention to the future generations, as such a perception of a term does not arouse reservations.
The concept of sustainable growth is quickly gaining acceptance in a multitude of developed countries. As can be seen from the data below provided in Tables 44–45, it is well-received by the respondents from the organizations analysed.
The responses of the respondents are of an optimistic tone; which reveal that the concept of sustainable growth (together with their value) enjoys decidedly strong support, although twice more people claim that it is realized in a restricted sphere than those expressing the opinion that it is already fully implemented. The indicators of the support are the highest in joint-stock companies, although the differences of the assessments between them and the remaining organizations are not large as indicated in Table 45.
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- Information
- Management by Values (MBV)Management Respecting and Promoting Values, pp. 93 - 114Publisher: Jagiellonian University PressPrint publication year: 2015