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Managing organizational culture. Adrian Stanciu. Culture vs. structure. Management. Vision. Leadership. Values. Mission. Principles. Objectives. Culture. Structure. Styles. Strategies. Behaviours. Plans. Results. Change. Predictability. © Adrian Stanciu 2006.

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culture vs structure
Culture vs. structure

Management

Vision

Leadership

Values

Mission

Principles

Objectives

Culture

Structure

Styles

Strategies

Behaviours

Plans

Results

Change

Predictability

© Adrian Stanciu 2006

slide3

The HS cultural model

Self-Actualising… Members are expected to gain enjoyment from their work and produce high-quality products/services

Achievement

… Members are expected to set challenging but realistic goals and solve problems effectively

Humanistic-Encouraging

… Members are expected to be supportive, constructive and open to influence in dealing with others

Perfectionistic

Members are expected to avoid making mistakes, work long hours, and keep ‘on top’ of everything

Affiliative

… Members are expected to be friendly, open and sensitive to the satisfaction of the work group

Competitive

… Members are expected to operate in a ‘win-lose’ framework and work against their peers to be noticed

Approval

… Members are expected to agree with, gain the approval of, and be liked by others

Power

… Members are expected to take charge and ‘control’ others, and make decisions autocratically

Conventional

… Members are expected to conform, follow the rules and make a good impression

Oppositional

… Members are expected to gain status and influence by being critical and constantly challenging one another

Dependent

… Members are expected to do what they are told and clear all decisions with supervisors

Avoidance

.. Members are expected to share responsibilities to others and avoid being blamed for mistakes

slide4

Operating Culture

(OCI Norms)

How Culture is Supposed to Work

Antecedents

(Levers for Change)

Outcomes

(Effectiveness)

Assumptions

Espoused Values

(Ideal Culture)

Philosophy

Mission

Goals

Strategies

Individual

Group

Organizational

slide5

Core Values

Excellence - We are satisfied with nothing less than the very best in everything we do. We will continue to raise the bar for everyone. The great fun here will be for all of us to discover just how good we can really be.

Integrity - We work with customers openly, honestly and sincerely. When we say we will do something, we will do it; when we say we cannot or will not do something, then we won\'t do it.

Respect - We treat others as we would like to be treated ourselves. We do not tolerate abusive or disrespectful treatment. Ruthlessness, callousness and arrogance don\'t belong here.

Communication - We have an obligation to communicate. Here, we take the time to talk with one another...and to listen. We believe that information is meant to move and that information moves people.

Achievement

Self-Actualizing

Humanistic

Affiliative

slide7

Operating Culture

(OCI Norms)

Structures

Assumptions

Espoused Values

(Ideal Culture)

Philosophy

Mission

Goals

Strategies

Systems

Technology

Skills/

Qualities

How Culture Works

Antecedents

(Levers for Change)

Outcomes

(Effectiveness)

Structures

Roles

Influence

Decision-making

Individual

Group

Organizational

slide8

Effects of Organizational Design on Culture

Mechanistic Organizations

(n=18)

Organic Organizations

(n=6)

slide9

Operating Culture

(OCI Norms)

Structures

Assumptions

Espoused Values

(Ideal Culture)

Philosophy

Mission

Goals

Strategies

Systems

Technology

Skills/

Qualities

How Culture Works

Antecedents

(Levers for Change)

Outcomes

(Effectiveness)

Individual

Systems

Selection

Training

Appraisal

Reinforcement

Goal setting

Group

Organizational

slide10

Rewards versus Punishment

Emphasis on Praise

(n=12 organizations)

Emphasis on Criticism

(n=16 organizations)

slide11

Operating Culture

(OCI Norms)

Structures

Assumptions

Espoused Values

(Ideal Culture)

Philosophy

Mission

Goals

Strategies

Systems

Technology

Skills/

Qualities

How Culture Works

Antecedents

(Levers for Change)

Outcomes

(Effectiveness)

Individual

Group

Technology

Job design

Complexity

Inter-dependence

Organizational

the electronic disintegration of interpersonal processes
The Electronic Disintegration of Interpersonal Processes

N= 31 virtual teams

Baltazaar, Potter and Cooke, 2000

slide13

Operating Culture

(OCI Norms)

Structures

Assumptions

Espoused Values

(Ideal Culture)

Philosophy

Mission

Goals

Strategies

Systems

Technology

Skills/

Qualities

How Culture Works

Antecedents

(Levers for Change)

Outcomes

(Effectiveness)

Individual

Group

Organizational

Skills/

Qualities

Leadership

Communication

Bases of power

prescriptive vs restrictive leaders
Prescriptive vs. Restrictive Leaders

Prescriptive Leaders

N = 20

Restrictive Leaders

N = 19

so how does it really work

Outcomes

Ideal Culture

Real Culture

Effectiveness

Values

Behaviors

So, how does it really work?

Causal factors

Structures

Individual

Group

Organization

Systems

Mission, Vision, Values

Leadership

Technology

slide16
HUMAN SYNERGISTICS BULGARIA

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T: + 359 2 963 29 31

[email protected]

www.humansynergistics.com

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