slide1 n.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
June 9, 2013 Dr. Marilyn Taylor PowerPoint Presentation
Download Presentation
June 9, 2013 Dr. Marilyn Taylor

Loading in 2 Seconds...

play fullscreen
1 / 43

June 9, 2013 Dr. Marilyn Taylor - PowerPoint PPT Presentation


  • 84 Views
  • Uploaded on

June 9, 2013 Dr. Marilyn Taylor Institute for Values Based Leadership. School of Leadership Studies. Values Based Leadership and Organizational culture for High Performance and a Better world. Key Themes.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'June 9, 2013 Dr. Marilyn Taylor' - hollis


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
slide1
June 9, 2013

Dr. Marilyn Taylor

Institute for Values Based Leadership. School of Leadership Studies

Values Based Leadership and Organizational culture for

High Performance and a

Better world

key themes
Key Themes
  • Organizational Culture --it’s significance and how we’re learning to improve it;
  • Values Based Leadership – it’s critical role and how we might develop more of it; and
  • Interdependence of Business and Society–how it is being recognized and its prospect for building a better world
slide4

1

Organizational Consciousness Development

Seeking profit and share value. Stable financial management. .

Utilization.Excessive control.

Consciousness of survival: Striving for survival

slide5

2

1

Organizational Consciousness Development

Maintenance of stake holder relations in the organization

Positive communication between Employee , customer and supplier.

Manipulation. reprehension

Relationship consciousness: Stake holder relations

Seeking profit and share value. Stable financial management. .

Utilization.Excessive control.

Consciousness of survival: Striving for survival

slide6

3

2

1

Organizational Consciousness Development

Policy and process control for high efficiency

Bureaucracy. complacency

Self Esteem consciousness:Organizational Reputation, Productivity

Maintenance of stake holder relations in the organization

Positive communication between Employee , customer and supplier.

Manipulation. reprehension

Relationship consciousness: Stake holder relations

Seeking profit and share value. Stable financial management. .

Utilization.Excessive control.

Consciousness of survival: Striving for survival

acceleration of the pace of change
Acceleration of the Pace of Change
  • Technological change
  • Global connectivity
  • Interconnected global economy
slide8

4

3

2

1

Organizational Consciousness Development

Consciousness of change: Learning and Innovation

Consistent upgrade and learning

Adaptability. Innovation. Collaboration.

Policy and process control for high efficiency

Bureaucracy. complacency

Self Esteem consciousness:Organizational Reputation, Productivity

Maintenance of stake holder relations in the organization

Positive communication between Employee , customer and supplier.

Manipulation. reprehension

Relationship consciousness: Stake holder relations

Seeking profit and share value. Stable financial management. .

Utilization.Excessive control.

Consciousness of survival: Striving for survival

a different order of change not just improvement
“Discontinuous change requires discontinuous thinking. If a new way of doing things is going to be different from the old, not just an improvement on it, then we shall need to look at everything in a new way.” *

Charles Handy (1990) The age of unreason. Harvard Business School Press, p. 23

A Different Order of Change, not just Improvement
slide12

5

4

3

2

1

Organizational Consciousness Development

Development of highly cohesive culture:

Restrained passion, shared value

Organizational Consciousness:Internal harmony

Consciousness of change: Learning and Innovation

Consistent upgrade and learning

Adaptability. Innovation. Collaboration.

Policy and process control for high efficiency

Bureaucracy. complacency

Self Esteem consciousness:Organizational Reputation, Productivity

Maintenance of stake holder relations in the organization

Positive communication between Employee , customer and supplier.

Manipulation. reprehension

Relationship consciousness: Stake holder relations

Seeking profit and share value. Stable financial management. .

Utilization.Excessive control.

Consciousness of survival: Striving for survival

what is culture
What is Culture?

“...a pattern of basic assumptions—invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration...” p. 9

How things get done around here

slide14

6

5

4

3

2

1

Organizational Consciousness Development

Strategic alliance and partnership

Employee. Execution. Community. Participation

Collective consciousness:Change of reality

Development of highly cohesive culture:

Restrained passion, shared value

Organizational Consciousness:Internal harmony

Consciousness of change: Learning and Innovation

Consistent upgrade and learning

Adaptability. Innovation. Collaboration.

Policy and process control for high efficiency

Bureaucracy. complacency

Self Esteem consciousness:Organizational Reputation, Productivity

Maintenance of stake holder relations in the organization

Positive communication between Employee , customer and supplier.

Manipulation. reprehension

Relationship consciousness: Stake holder relations

Seeking profit and share value. Stable financial management. .

Utilization.Excessive control.

Consciousness of survival: Striving for survival

slide15

7

6

5

4

3

2

1

Organizational Consciousness Development

Positive Focus/ Excessive Focus

Serving humanity

Ethics, social responsibility, the future generation.

Social consciousness:Serving the society

Strategic alliance and partnership

Employee. Execution. Community. Participation

Collective consciousness:Change of reality

Development of highly cohesive culture:

Restrained passion, shared value

Organizational Consciousness:Internal harmony

Consciousness of change: Learning and Innovation

Consistent upgrade and learning

Adaptability. Innovation. Collaboration.

Policy and process control for high efficiency

Bureaucracy. complacency

Self Esteem consciousness:Organizational Reputation, Productivity

Maintenance of stake holder relations in the organization

Positive communication between Employee , customer and supplier.

Manipulation. reprehension

Relationship consciousness: Stake holder relations

Seeking profit and share value. Stable financial management. .

Utilization.Excessive control.

Consciousness of survival: Striving for survival

placement of values by level
Placement of Values by Level

Current Culture 100 Employees

Top Ten Values

1. Tradition (L) (59)

2. Diversity (54)

3. Control (L) (53)

4. Goals Orientation (46)

5. Knowledge (43)

6. Creativity (42)

7. Productivity (37)

8. Image (L) (36)

9. Profit (36)

10. Open Communication (31)

Service

External cohesion

6

Internal cohesion

Transformation

2

4

5

Self-esteem

7

8

1

Relationship

10

9

3

Survival

calculating wasted energy resources
Calculating Wasted Energy & Resources

Current Culture 100 Employees

7

Service

External cohesion

6

Internal cohesion

5

Transformation

4

Cultural Entropy

Self-esteem

3

2

11%

Relationship

1

Survival

nedbank tracking current culture
Nedbank: Tracking Current Culture

2005

2006

2007

2008

2009

1. cost-consciousness

2. profit

3. accountability

4. community involvement

5. client-driven

6. process-driven

7. bureaucracy (L)

8. results orientation

9. client satisfaction

10. silo mentality (L)

1. cost-consciousness

2. accountability

3. client-driven

4. client satisfaction

5. results orientation

6. performance driven

7. profit

8. bureaucracy (L)

9. teamwork

10. Community involvement

1. client-driven

2. accountability

3. client satisfaction

4. cost-consciousness

5. community involvement

6. performance driven

7. profit

8. achievement

9. being the best

10. results orientation

1. accountability

2. client-driven

3. client satisfaction

4. community involvement

5. achievement

6. cost-consciousness

7. teamwork

8. performance driven

9. being the best

10. delivery

1. accountability

2. client-driven

3. client satisfaction

4. cost-consciousness

5. community involvement

6. achievement

7. teamwork

8. employee recognition

9. being the best

10. performance driven

6 matches

4 matches

4 matches

3 matches

5 matches

Entropy 14%

Entropy 25%

Entropy 13%

Entropy 19%

Entropy 17%

nedbank cultural evolution
Nedbank: Cultural Evolution

Entropy Scores

Entropy reduction leads to improved performance—increased revenues, profits and share price. Working toward entropy of <10% will result in healthy functioning of the organisation and improvement of staff morale.

volvo it culture over 10 years
Volvo IT Culture – Over 10 Years

2003/ 2004

2008

2010

Grow Customer Focus – applying values in operations

Ensure Resilience – Culture in Downturn

1999/ 2000

Grow ONE Company – the Volvo IT Identity

Realize Strategy – Culture as an Enabler

  • Emphasize the connection to our new strategy and the requirements it poses on our culture and brand
  • Focus on making culture an enabler for expected business benefits
  • Work with trust to decrease loss of faith and commitment in turbulent times
  • Maintain customer/ delivery focus
  • Build awareness & understanding of culture
  • Build a company with one culture, uniting people with different backgrounds
  • Build awareness & understanding of culture
  • - Apply our values in our work with customers, make sure we live our values
  • Build awareness & understanding of culture

Culture - Tor Eneroth, 2010

impact of volvo it culture 2000 2009
Impact of Volvo IT Culture 2000 - 2009

Employee Satisfaction

ESI 90% last 5 years

Customer Satisfaction

Improved more than 30%

Delivery Precision

From 55 to 90%

Attractive employer

Best in branch (IT)

Culture - Tor Eneroth, 2010

slide27

Investments in our Culture Pays Back!

Consistently Shared

Mission,

Vision

Values

>500 Culture Ambassadors to facilitate and support

“Dedicated and persistent work with our wanted culture is one of our mostcritical success factors”

Systematic Approach

Visible Results

Customer Satisfaction 60 to 90%

Employee Satisfaction ~90%

Owners Trust Low to High!

Delivery Precision 55 to 90%

Attractive Employer Best in Class!

>100 tools and methods for active dialogues and reinforcement

best employers have lowest e ntropy
Best Employers have Lowest Entropy

This research of 163 organizations in Australia was carried out

by Hewitt Associates and the Barrett Values Centre in 2008

slide30
Values–based leadership

BALANCING

HEALTHY SELF-INTEREST

AND THE COMMON GOOD

some features of values based leadership
Some Features of Values Based Leadership
  • Develops shared vision and values linked to strategy and structure
  • Fosters employee development and invites their leadership and responsibility
  • Recognizes employees’ meanings in their work
  • Models their values in action
  • Creates enduring commitment in stakeholder relationships and in the wider community
  • Keeps a long term perspective
the seven styles of leadership
The Seven Styles of Leadership

Positive Focus/Excessive Focus

Wisdom/Visionary

SERVICE TO HUMANITY

Long-term perspective. Future generations. Ethics.

COLLABORATION WITH CUSTOMERS AND LOCAL COMMUNITY

Strategic allicances. Employee fulfilment. Environmental stewardship.

Mentor/ Partner

DEVELOPMENT OF CORPORATE COMMUNITY

Positive, creative corporate culture. Shared vision and values.

Integrator/ Inspirer

Facilitator/ Influencer

CONTINUOUS RENEWAL

Promotes learning and innovation. Team builder. Empowers others.

Manager/ Organiser

BEING THE BEST. BEST PRACTICE

Productivity, efficiency, quality, systems and processes.

Bureaucracy. Complacency.

Relationship Manager

RELATIONSHIPS SUPPORTING CORPORATE NEEDS

Good communication between employees, customers and suppliers.

Manipulation. Blame.

Crisis Director

PURSUIT OF PROFIT & SHAREHOLDER VALUE

Able to manage adversity. Directive. Willing to take charge.

Exploitation. Over-control.

canadians personal values 2009

Top Values

All Values

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

  • - Potentially Limiting Value

Entropy = 5%

  • - Positive Value
Canadians’ Personal Values 2009
impact of leaders on organizational cultures
Impact of Leaders on Organizational Cultures

Values

Behaviors

Personality

Individual values and beliefs

Character

Individual behaviors

Individual

INFLUENCE

Social Structures

Group behaviors

Culture

Group values and beliefs

Collective

Based on the work of Ken Wilber

slide36

6

5

4

3

2

1

Organizational Consciousness Development

Strategic alliance and partnership

Employee. Execution. Community. Participation

Collective consciousness:Change of reality

Development of highly cohesive culture:

Restrained passion, shared value

Organizational Consciousness:Internal harmony

Consciousness of change: Learning and Innovation

Consistent upgrade and learning

Adaptability. Innovation. Collaboration.

Policy and process control for high efficiency

Bureaucracy. complacency

Self Esteem consciousness:Organizational Reputation, Productivity

Maintenance of stake holder relations in the organization

Positive communication between Employee , customer and supplier.

Manipulation. reprehension

Relationship consciousness: Stake holder relations

Seeking profit and share value. Stable financial management. .

Utilization.Excessive control.

Consciousness of survival: Striving for survival

slide37

7

6

5

4

3

2

1

Organizational Consciousness Development

Serving humanity

Ethics, social responsibility, the future generation.

Social consciousness:Serving the society

Strategic alliance and partnership

Employee. Execution. Community. Participation

Collective consciousness:Change of reality

Development of highly cohesive culture:

Restrained passion, shared value

Organizational Consciousness:Internal harmony

Consciousness of change: Learning and Innovation

Consistent upgrade and learning

Adaptability. Innovation. Collaboration.

Policy and process control for high efficiency

Bureaucracy. complacency

Self Esteem consciousness:Organizational Reputation, Productivity

Maintenance of stake holder relations in the organization

Positive communication between Employee , customer and supplier.

Manipulation. reprehension

Relationship consciousness: Stake holder relations

Seeking profit and share value. Stable financial management. .

Utilization.Excessive control.

Consciousness of survival: Striving for survival

slide40
1. Triple bottom line approach (people, planet, prosperity) at the heart of the business model;

2. Grounded in communities, serving the real economy and enabling new business models to meet the needs of both;

3. Long-term relationships with clients and a direct understanding of their economic activities and the risks involved;

4. Long-term, self-sustaining, and resilient to outside disruptions;

5. Transparent and inclusive governance;

6. All of these principles embedded in the culture of the bank.

Principles of Sustainable Banking

values based leaders have a wider perspective
Values Based Leaders have a Wider Perspective
  • “... the distinguishing feature of “firms of endearment” is that they treat all stakeholders—employees, customers, investors, partners, and society—equally. In addition, they fully recognize that they are a part of an economic ecosystem with many interdependent participants. They are committed to exemplary citizenship, and they embrace the concept of servant leadership.
slide43

(7)

(6)

(5)

(4)

(3)

(2)

(1)

原理、方法与工具

从人的需求到企业意识的七个层次

企业意识的七个层次

员工意识的七个层次

公共利益)

个人利益