write an article on the topic values for all
Answers
Values are something that is important in life. Values can’t be exchanged in any way or form. Everyone has something that they value and of course that includes me as well. A value is something that a specific person or groups respects and affectively regards it as something important in their life. An example would be my values, I, personally, have many values. Some of my most important values consist of my family, my ethnicity and my memories.
Something that I value the most would be my family. Family means a lot for me because no matter what happens, my family would always be there for me. Life would be really different if I didn’t have the family that I have now. In my family, I am taught that no matter what difficulties I have to face, my family would always be there and support me. They taught me many things about life that I would take with me for the rest of my life. No matter how many good friends you have, they will never be there for you forever, but family will always be there for you. Not everyone has a perfect family; therefore, I must appreciate what I have now because not everyone is as lucky as me to have a family that cares for each other through out all the different circumstances.
n conclusions, everyone values at least one thing in their life. My values are mainly the things that create me for what I am today. Family is indeed the most important, ethnicity is just what comes with me when I was born and I respect that the most. Memories are things that I would never trade for in my life and will keep them to myself or even share the memories with other people establishing more new memories. Life would be very different if I had no values, and I’m pretty sure it goes for everyone as well. Perfection is created by the values of life which one has.
Take a look at this list of corporate values: Communication. Respect. Integrity. Excellence. They sound pretty good, don’t they? Strong, concise, meaningful. Maybe they even resemble your own company’s values, the ones you spent so much time writing, debating, and revising. If so, you should be nervous. These are the corporate values of Enron, as stated in the company’s 2000 annual report. And as events have shown, they’re not meaningful; they’re meaningless.
Enron—although an extreme case—is hardly the only company with a hollow set of values. I’ve spent the last ten years helping companies develop and refine their corporate values, and what I’ve seen isn’t pretty. Most values statements are bland, toothless, or just plain dishonest. And far from being harmless, as some executives assume, they’re often highly destructive. Empty values statements create cynical and dispirited employees, alienate customers, and undermine managerial credibility.
Want proof? Here’s what happened at a recent management conference held by a financial services company. The CEO began by proudly announcing the important role that a new set of corporate values—teamwork, quality, and innovation—would play at the firm. He then showed the assembly, including dozens of top executives from around the world, a slick video that illustrated each word with stock footage of world-class athletes, swelling music, and shots of employees waving awkwardly at the camera. The whole effort reeked of insincerity. When the CEO cheerfully asked audience members if they wanted to watch it again, he was met by a loud chorus of “No!” It was painfully clear that his credibility was shot.
Given the risk, why do executives put so much work into developing values statements in the first place? Because they believe they have to. At least that’s how they’ve felt since 1994, when Jim Collins and Jerry Porras published Built to Last. The book made the case that many of the best companies adhered to a set of principles called core values, provoking managers to stampede to off-site meetings in order to conjure up some core values of their own. The values fad swept through corporate America like chicken pox through a kindergarten class. Today, 80% of the Fortune 100 tout their values publicly—values that too often stand for nothing but a desire to be au courant or, worse still, politically correct.
The debasement of values is a shame, not only because the resulting cynicism poisons the cultural well but also because it wastes a great opportunity. Values can set a company apart from the competition by clarifying its identity and serving as a rallying point for employees. But coming up with strong values—and sticking to them—requires real guts. Indeed, an organization considering a values initiative must first come to terms with the fact that, when properly practiced, values inflict pain. They make some employees feel like outcasts. They limit an organization’s strategic and operational freedom and constrain the behavior of its people. They leave executives open to heavy criticism for even minor violations. And they demand constant vigilance.