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Chapter Four - Values. Jerry Estenson. Corporate Culture. Working Definition. Shared pattern of beliefs, expectations, and meanings that influence and guide thinking and behaviors. Cultural Norms in Action. FEMA Protocol before result (training in sexual harassment vs. saving people
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Chapter Four - Values Jerry Estenson
Working Definition • Shared pattern of beliefs, expectations, and meanings that influence and guide thinking and behaviors.
Cultural Norms in Action • FEMA • Protocol before result (training in sexual harassment vs. saving people • Some Wall Street Firms
Behavior of Ethical Leaders • Visible and loud vs. “quietly ethical” • Moral courage – say no up down and across organization if behavior is not appropriate • Servant leader (Greenleaf) • Empower subordinates • Provide a clear goal and direction
Foundation of a strong strategy Objectives Goals Mission Vision Beliefs Values Purpose
The Legacy ThingCollins and Porras • CORE IDEOLOGY • CORE VALUES • Organization’s essential and enduring tenets - a small set of guiding principles. Not compromised for financial or individual political gain. • PURPOSE • Fundamental reason for existence - A perpetual guiding star on the horizon.
Estenson • An executive will quit before violating a value • A company will close before violating a value
Determining if a “Value” is Ethical • Serves the end of human well-being • Happiness, integrity, meaning, freedom, autonomy, companionship, health. • Smoking is Ok then • Ethical if promote well-being in an impartial way. • Malden Mills – ethical, well-being, bad outcome
Mission • How do we moved toward our vision by accomplishing our purpose (why do exist?) • Mission must be able to accomplished
Creating an ethical culture • Ethical hotlines • Ombudsmen • Cultural audits • Spot “toxic” aspects of culture • Treatment of customers, vendors, employees • Base line • Follow the 8 minimum guidelines of the United States Sentencing Commission.