**1. Introduction**

Values are probably one of the most studied constructs. Through previous researches, we can be sure that values impact our behaviour—our decisions and choices. At the same time, only real and true values—values the person really believes in has this power. In the ideal world, propagated (values that we should believe in) and real values ought to coincide, but the results of our researches demonstrate that while propagated values in organizations are

© 2016 The Author(s). Licensee InTech. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. © 2018 The Author(s). Licensee IntechOpen. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

on higher levels of value systems, then the real values are usually placed on the lower level [1]. So, our values are not always so ethical and people-oriented as we like to think.

the right actions [7]. Organizational values represent a form of consensus regarding the values that a social group or organization consider important for its aims and collective welfare [8].

Conflict in Organization: Indicator for Organizational Values

http://dx.doi.org/10.5772/intechopen.75496

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Many organizations declare that they have their own and unique values but just having values in strategy or webpage is not enough. Just described or propagated organizational values by management are not the sign of healthy and successful organization. These organizational values are only formally espoused and sanctioned by top managers [9]. Propagated values are the values that managers regard to be right; real values are those that the managers factually use in their managerial practice, decision-making and conflict management [1]. There are many "ifs" before it can be said that values really lead organization to success. Individual and organizational values must be incongruence. Values must express in the behaviour and every activity in the organization must be in coherence with the same core or real values. As important is that individual and organizational values are incoherence. Several authors have emphasized that not only having implemented organizational values but also those values must be supported and applied by the managers and employees. Hyman et al. [10] contends that a positive perception of the values and beliefs of the top management by employees will lead to higher performance outcomes. Bergeron [11] concludes that individuals perceiving high congruity between organizational values and their own will feel more motivated. Congruity between the values of an employee and their organization will positively influence the employee's performance [12]. When employees know what the company values, they are more likely to make decisions that will support those values [13]. Shared values assist in creating unity in a team and lead to consistent behaviour [14]. In addition, when values are shared, management knows what kind of work and behaviour to expect [15]. The process of establishing and verifying common values requires open, honest communication and sharing of what is important to each individual [16, 17].

A key metric of good management, then, is that whether clear and consistent values have permeated the organization [18]. According to Collins [19], organizational values cannot be "set"; they can only be "discovered" because the organizational values do not "appear" but "reveal" in behaviour. In addition to right and implemented values (values that lead toward success and sustainability) in an organization, another important facet is the stability and longevity of such values, since it takes time for values to firmly root themselves. There is a strong link between financial performance and the alignment of an organization's cultural values with employees' personal values [20]. Companies with strong adaptive cultures based on shared values outperform other companies by a significant margin [21]. Employees who feel that an organization values the same things that they do will be more likely to have attachment to their organization [22], they are more likely to have positive attitudes and less likely to leave the organization [23], they feel more loyal and committed and identify more strongly with the organization [24] and the performance is going to improve [11, 12]. All those factors, in turn,

During the two decades, researchers have connected the organizational values with different phenomena. Through those relationships, the concept of organizational values has become even stronger and important, having a clearer impact also on organizational success and sustainability. Values have an impact on different processes and characteristics in the organization. For example, employees' satisfaction and persistent organizational values emphasize the managers'

are in positive correlation with organizational success [25].

Previous conflict researches in Estonia and abroad have presented the most common causes of conflicts due to organizational issues (limited resources and their distribution, interdependency, differences in goals and in viewpoints, managerial mistakes, unclear status and communication problems). While analyzing conflicts, it is important to determine whether the conflict is solved or unsolved and then we discover which values have been used during the conflict solving and decision-making process. In addition to the main characteristics of conflict, three important aspects can also be brought out: conflict is always related to relationships, there are several parties in a conflict and there is a problem or main question that has caused the conflict.

Up to now, there have been many investigations about organizational values and from the other hand also investigations about conflict management. But there is a gap in connecting these two phenomena. The authors of the present chapter proceed from the hypothesis that the real (shared) values of an organization reveal themselves in the behaviour and decisions of the managers and in how they manage conflicts. Knowing the people's real values, the organization can also increase the threat of potential conflicts and through that make conclusions to increase organizational success. The latest management theories already speak about the values as one of the factors determining organisation's success and conflict culture plays an important role in achieving this target.
