Professional Documents
Culture Documents
ORGANIZATIONAL CULTURE
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Classification of Culture
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Classification of Culture
1. Kotter and Heskett
2.Bardwick
3.Denison
4.The No-Rules Culture
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Theory
Theory II Cultures
Cultures
Theory
Theory IIII Cultures
Cultures
Theory
Theory III
III Cultures
Cultures
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Theory I Cultures
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Strong culture.
Firms operating in uninhabited markets where they
have almost monopolistic power can become
inwardly focused, arrogant, and bureaucratic.
These firms characterized as having strong cultures,
giving the impression that strong cultures create
excellent long-term performance.
Exist when most employees across all subunits hold
the dominant values which is institutionalized
which makes it difficult to change.
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Theory I Cultures
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STRONG CULTURES
- managers operate with a consistent set of values and
methods of doing business.
- New employees are expected to adapt.
- Changes in management create no change.
- Managers in essence are clones and a new manager
continues where the last one stopped.
- operate with effective and efficient bureaucracies that do not
tend to diminish motivation or innovation.
- Blinds employees to alternative viewpoints.
Theory II Cultures
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A good-fit culture..
Only beneficial when the patterns of behavior fit the
organizational contextits specific needs.
- the purposes
- the objectives
- the strategies of the organization.
The values must fit the behaviors of the employee.
Good-fit culture maintain an appropriate fit between
culture and context. the same culture might not
appropriate with two different organization.
Theory II Cultures
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Example:
- The cultures of slow-moving industries are quite
different from the cultures of the fast-moving
companies (performing arts vs. IT)
- The culture of an entrepreneurial venture is
different from an established firm.
Conclusion:
- The better the fit, the better the performance; the
poorer the fit, the poorer the performance.
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Adaptive culture..
Suggests that cultures that anticipate and adapt to
environmental change will lead to superior performance.
Characteristics:
- adapt, focus on creativity, promote a proactive approach,
accept risk, and deal with uncertainties.
- receptive to change and innovation, and there is a shared
feeling of confidence and support in identifying problems
and implementing solutions.
3M is an example of a Theory III organizationit tries
consciously to adapt culture to a changing world.
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2. Judith M. Bardwick
Entitlement
Culture
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Earning
Culture
Fear
Culture
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Entitlement Culture
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Characteristics:
Demonstrate high levels of..
- apathy and complacency
- conformity to rules and
procedures
- rule checking
- bureaucracy
- dependence
- risk avoidance.
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Fear Culture
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Characteristics:
- a lack of security and predictability
- an absence of knowledge about just where the organizational unit is
going
- little direction from the top in the form of top-down communication.
- Turf and self-protection, denial, cynicism, and stress are apparent.
- a tendency to overreact and develop a fire-fighting mentality.
- A great deal of time is consumed in correcting mistakes.
- Blame dominates the daily scene.
- The basic philosophy says, "Just do what I tell you to do."
The fear culture resembles the typical command and control culture.
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Earning Culture
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Characteristics:
- high levels of trust, accountability, innovation, leadership,
risk taking, teamwork, and excitement.
- change is typically thoughtful and logical.
- outcome is more important than process.
- the system rewards performance.
- the unit is driven to surpass its objectives.
- constructive mavericks are respected.
- a high level of collegiality (shared power) brings divergent
personalities to focus on objectives.
- proactive
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3. Denial R. Denison
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The involvement
hypothesis
The consistency
hypothesis
The adaptability
hypothesis
The mission
hypothesis
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The involvement
hypothesis
The consistency
hypothesis
The adaptability
hypothesis
The mission
hypothesis
The involvement
hypothesis
The consistency
hypothesis
The adaptability
hypothesis
The mission
hypothesis
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The involvement
hypothesis
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The consistency
hypothesis
The adaptability
hypothesis
The mission
hypothesis
Example- Googleplex
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Stressing
the
Importance
of People
Identifying
the
Critical Mass
Working
with a
Lean Staff
Building
Trust
Establishing
and
Maintaining
Integrity
Expecting
Involvement
Promoting
Teamwork
Promoting
Lifelong
Learning
Insisting on
Accountability
Pursuing
Excellence
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2. Identifying
Stressing the Critical Mass
Identifying
Working
Building
the
Every activity requires
a critical
mass of Trust
talent.
the
with a
-
Importance
Critical Mass Lean Staff
of
People
having the right mix of people with the
required
competencies, whether available inside or outside of the
Establishing
organization.
Promoting
and
Expecting
Promoting
Lifelongrespect
the
talent has Involvement
the necessaryTeamwork
people skills; having
Maintaining
Learning
forIntegrity
the individual and the ability to communicate
with
other disciplines.
- having the right talent at the appropriate competence and
Insisting on
Pursuing
skill levels. Accountability Excellence
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3. Working
with a Lean Staff
Stressing
Identifying
Working
Lean, competent,
Building
and motivated.
the
the
with a
Trust
Importance
Hiring practices often
fail
to
provide
for
a
lean
organization
Critical Mass Lean Staff
of
People
because managers fail to ask the difficult questions.
Assigning coordinators implies that some group or groups
areEstablishing
not meeting their performance requirements.
Promoting
Expecting
Promoting
- Staff and
services often
become the dumping
ground forLifelong
people who
Maintaining
Involvement
Teamwork
should
undergo training,
counseling,
or be terminated.
Staff services
Learning
canIntegrity
also be the scapegoats for managerial nonperformance.
Excellence
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4. Building
Trust
Stressing
Identifying
Working
Building and
Trust isthe
essential in any
dealings
between
individuals
the
with a
Trust
Importance
organizations. Trust
continues
to
be
an
essential
part of
Critical Mass Lean Staff
of People
business
operations. Lack of trust breeds suspicion and
suspicion is more contagious than trust.
Establishing
Trust
Promoting
destroyers:
and
Expecting
Promoting
- Allowing
the co-opting
or appropriating
of ideasLifelong
from others
Maintaining
Involvement
Teamwork
Learning
Integrity not keeping promises or commitments
- Managers
- Changing the rules of the game once it has started without
considering the players
Insisting on
Pursuing
- Lack of open communication
Accountability Excellence
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5. Establishing
and Maintaining Integrity
Stressing
Identifying
Working
Building
the
Integrity
the
with a
Importance
Critical
Mass Lean Staffto
involves
adhering
uncompromisingly
of People
Trust
a set of moral
and ethical principles in all relationspersonal and
business.
Establishing
Promoting
and
Expecting
Promoting
- encompasses
the way people interact in any
Lifelong
Maintaining
Involvement
Teamwork
organizational setting. It may take years toLearning
build integrity,
butIntegrity
it can be destroyed by a single incident.
- includes all of the following qualities: honesty, character,
preciseness, credibility, decency, fidelity, frankness, high
Insisting on
Pursuing
principles, loyalty,
reliability, responsibility,
accountability,
Accountability Excellence
and sincerity.
-
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6. Expecting
Involvement
Stressing
Identifying
Working
Building
Involvement
the
from all the
managerial with
and asupporting
staff in the
Importance business is not a choice, but an Trust
organization's
expectation.
Critical Mass Lean Staff
People
The of
level
of involvement depends on how managers
manage.
Establishing
One
way to encourage involvement is empowerment.
Promoting
and
Expecting
Promoting
Lifelong
- does
not occurInvolvement
without management
Maintaining
Teamworkinvolvement.
Learning
- Staff
Integrity
should be prepared
- It takes courage to accept responsibility as they may be
scrutinized by colleagues or managers.
Insisting on
Accountability
Pursuing
Excellence
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7. Promoting
Stressing Teamwork
Identifying
Working
Building
the
the
with a
Teamwork
Importancecomes from a culture that hasTrust
Critical Mass Lean Staff
of People high levels of collegiality.
developed
Building
that collegiality begins with managers
Establishing
Promoting
Expectingof Promoting
havingand
full knowledge
Lifelong
Maintaining
Involvement
Teamwork
- theIntegrity
competencies of the team members
Learning
Pursuing
Excellence
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8. Promoting
Lifelong Learning
Stressing
Identifying
Working
Building
Lifelongthe
learning is athe
requirement.
with a
Trust
Importance
The increasing complexity
Critical Mass
Lean Staff
of societal
interactions demands
of People
more intellectual effort.
About
50% of the learning that any professional possesses
Establishing
Promoting
at the time
will decrease
in value
unless
and of graduation
Expecting
Promoting
Lifelong
updated
continually.
Maintaining
Involvement
Teamwork
Learning
Integrity
- The fundamentals remain the same, but the new application
knowledge requires new learning.
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9. Insisting on Accountability
Stressing
Identifying
Accountability
implies
obligation toWorking
do something.Building
the
with
a all the participants
Innovation
Trust
depends onthe
accountability
from
for
Importance
Critical
Mass
their of
contribution
to
the final
effort.Lean Staff
People
Failure is part of the innovation process.
There
is a distinct difference between failure that occurs as a
Establishing
Promoting
result ofand
experimental
activities and
failure due to
negligence.
Expecting
Promoting
Lifelong
Negligence
Maintaining
Teamwork
cannotInvolvement
be accepted. Failure
from trying
the new will
Learning
always
exist, and lessons can be learned from those failures.
Integrity
Innovators are accountable for those failures and they accept
responsibility.
Accountability is aInsisting
two-wayon
street:Pursuing
- Innovators are accountable
Accountability
Excellence
and their
managers are accountable for
the actions of the innovators.
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10. Pursuing
Excellence
Stressing
Identifying
Working
Excellence
Building
done with
the involves doing the best that can be
the
with
a
Trust
available
knowledge and resources.
Importance
Critical Mass Lean Staff
of
People
Perfection considers some ultimate state that can no longer
be improved with the available knowledge and resources.
Establishing
Excellence,
which implies outstanding quality
or superior
Promoting
and
Expecting
Promoting
merit, is
not difficult
to define, but
it must be described
Lifelong in
Involvement
theMaintaining
context in which
it is being Teamwork
used.
Learning
Integrity
Emphasizing the pursuit of excellence applies to daily work,
even the details.
Insisting on
Accountability
Pursuing
Excellence
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The theory is that if you follow the prescribed process with its
fixed methodologies you will be successful.
But not every problem or opportunity can be resolved with the
same process. Process tools must be applicable to the
problem.
Focusing solely on outcomes can be equally dangerous if the
effort only considers short-term impact.
Example:
- reducing investment in innovation can provide immediate
financial benefits but have a negative impact on the flow of
new products. Cutting back on investments in
manufacturing equipment will provide short-term benefits
but lead to future problems.
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Innovation will not take place when those who resist change
dominate an organization's direction.
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9.4
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Creativity involves more than instituting a companywide suggestion program and hoping that some
great revelation will come out of that box.
Creativity goes beyond generating suggestions and
ideas.
Creativity requires action. Innovation dies without
creativity.
Although everyone has the opportunity to be
creative in some venue, not all will take up the task.
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Characteristics of an Initiator:
- courage, prefer to look for problems than to be assigned
problems, and possess significant levels of security.
- know where they want to go and they go there quickly.
- workaholics dedicated to the organization.
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Thank you
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