Pete Sayers University of Bradford May 2009. Culture & Values. Aims - To investigate the relationship between culture and values To present the Human Synergistics Organisational Culture Inventory To contrast the culture Bradford has & the values Bradford espouses. Aims. Objective.
Ray French - Cross Cultural Management in Work Organisations CIPD 2007
Cultural influences on groups –
Heritage – the extent to which people share a common heritage
Education – the extent to which a common level of education determines attitudes and behaviour
Organisation – the norms and values of the workplace
First you have to understand what culture is, and how to describe it objectively.
6 are task focused
6 are people focusedOrganisational Culture
4 are assertive, constructive styles
4 are aggressive, defensive styles
4 are passive, defensive stylesOrganisational Culture
Aggressive = styles of behaviour intended primarily to meet one’s own needs. Aggressive styles get things done but often at the expense of others.
Passive = styles of behaviour intended primarily to meet the needs of others. Passive styles provide safe environments through subordination of self.
Assertive, constructive styles come in the middle of this continuum, achieving a balance of needs, based on an ”I’m OK; you’re OK” belief.
new challenges, innovation, ownership, receptive to change, pride, enjoyment
people are open, sensitive to others, participation, personal development, mentoring, coaching
continuous performance improvement, challenging goals, energy, enthusiasm, quality input (quantity output)
co-operation, teamworking, open and friendly relationships
hard work, effort, quantity input (quality output), keeping track of detail
pleasing others, polite veneer,conflict suppressed, agreement expected
conservative, bureaucratic, rulebound, new ideas suppressed, resistent to change
Internal win-lose framework, lower levels of co-operation
top-down control, centralised, non-participative, inflexible, initiatives not allowed, obedience
status, authority, control, non-participative
punish failure, fail to reward success, blaming, responsibility not taken, keep your head down
open conflict, confrontation, negativism rewarded, members critical of each other and ideas, playing devil’s advocate
Participants from People Development’s Postgraduate Certificate in Leadership & Management Development in Higher Education
Human Synergistics benchmark
N = 122
Vision is where you want to be in ”n” years time
The strategic plan is what will take the organisation from where it is now to where you want it to be.
A personal development plan (PDP) is what will take you, as an individual, from where you are now to where you want to be
A set of values is a way of using the organisation’s everyday language to define the culture that you aspire to.
A set of values indicates the type of leadership behaviour that is judged necessary to achieve the vision.
The challenge is turning aspirational values into everyday behaviourCulture, vision and values
From the 2004-9 Corporate Strategy
Northwest Missouri State University’s Cultural Core Values
The list of values as currently proposed for the 2009-14 Corporate Strategy
By ensuring our values are considered in every aspect of the way we work we will aim to be, and continue to be:
Accepts others values
Relies on own judgement
Not bound by policy
Able to bend the rules when necessary
Not upset by change
Does not depend on others for ideas
Capable of taking charge
Does not procrastinate
Is proactive in problem solving
Willing to take risks
Likely to explore alternatives
Ideal Leadership Circumplex
Self perception of leadership style
Others’ perception of leadership style
People have a way of thinking and viewing the world that can be located at different points on the spiral depending on circumstances.
Nations or organisations have a culture that spreads along the spiral and may cover a number of ”colours”.
Beck & Cowan’s terms for the various stages in the spiral
Trompenaars got his data from working with managers in a variety of international businesses.
He asked them to answer specific questions designed to highlight the approaches of different national groups
(rules versus relationships)
(the group versus the individual)
(the range of feelings expressed)
(the range of involvement)
(how status is accorded)
+ insights into how these dimensions affect people’s view of status, time and their place in nature
”Riding the Waves of Culture”
Collectivism versus individualism