The Buddha had said that an individual is free to think and decide on his own and at the same time he is responsible for his own actions. Organisations are about individuals; they exist because of individuals; they are run for individuals, and they are owned by individuals. All these individuals have values.Mullins uses the above concept to define one significant aspect of the relationshipbetween the individual worker and the organisation. Individual value is the respect and value of the self. It is the concept that there is real importance what we do, think, feel and believe as quoted by White, (1993).Individual values, beliefs, and thoughts are simply part of social and organisational reality.The essence of what these scholars state is that within these explanations, competence, being valued and being loved are fundamental if anyone is to have values. Individual value consists of the following elements;
- Physical appearance - what we look like
- Skills to mean what individual can and cannot do
- How individual relate to others and the ability to maintain relationships
- How individual manage their selves and their emotions.
Management will want those actions to be positive, involved and committed whether the individual is by nature introvert or extrovert. One could say that in organisation we have all the opportunities to influence individual value positively through relationships.Competencies such as communication, development focus and even humility are starting to emerge as key attributes. Individuals and emotions are simply part of social and organizational reality; managing individual values and becoming resilient in difficult times is a skill that can be learned.one could say that we need to grow in organisations with adequate sensitivity and value so that we could optimize our human potential for individual and collective growth. We will strongly agree the absence of a strong individual value lead increasing criticism leveled against our organisation. For example, Dell' chairman Michael Dell believes that one of the challenges for a company that is succeeding is running the risk of complacency and pulling back from its winning ways. He and Kevin Rollins (chief operating officer) have always striven to lay out the opportunities and to talk about what needs to happen in the future, rather than what has already happened. In this way they set challenges for themselves, which then become challenges for the whole organisation.Interestingly, Michael Dell admits that he draws a lot of inspiration from Sam Walton (founder of Wal-Mart, the American retail chain) who started his company when he was 44 years old.