Organization Culture and W orkplace Integrity building

1. Organization Culture and Workplace Integrity building TulasiSharanSigdel

2. Learning objectives • Understanding culture and its characteristics for integrity building in organization • Analyzing the importance organization culture in integrity building

3. Presentation outline • Concept of culture and organization culture • Ethical landscape of decision making • The roots of integrity in organization • Culture and organization environment • Drivers of “breakdowns” [fear and need/greed] and integrity building • Reflection of social values and individual thinking in organization culture and integrity building • Implementation of values of organization and integrity building • Workplace integrity

4. Public organization & characteristics • Public organizations are state’s agents for collective public actions. These organizations deliver public services with more or less efficiency, equity, honesty, and accountability. Characteristics of public organizations are; • Public accountability • Goal is to serve its citizens • Protect rights of citizens and being responsible to its citizens • Do not run for profit making business • Promoting inclusiveness • Governing structure and transparency

5. Culture and organization culture • Culture: a system and process of shared assumptions, values, and beliefs, which governs human and organization behaviour. • Organization culture: Common values, symbols, beliefs, and behaviors in an organization. • The common and shared values influence people’s acts and behaviour in society or in organization. • “Culture comes down to a common way of thinking, which drives common way of acting” Goffee and Jones, 1998

6. Characteristics of organizational culture • Shared value • Innovativeness • Impartiality • Result oriented • Stability • Team orientated • Competitiveness and cooperation • Respecting citizens/customers

7. Issues related to organization culture • Hofstede talks of multiple issues related to cultural dimensions in organization • Power relation [power-distance] • Uncertainty avoidance • Individualism vs collectivism • Masculinity vs femininity • Long-term orientation. Hofstede, 2003, 2010 [Culture’s consequences, Cultures and organizations

8. Some questions • Why do you think work place/organization culture is important for integrity building? • How do you see the workplace culture in your organization? • What factors have been affecting your workplace/organization culture [both positive and negative]? • What things do you think can help promoting better workplace/organization culture?

9. Myths in organization ethics & culture! • Personal values are not expressed within the organization • People with high moral values always act with high integrity regardless of organization environment • Introducing a strong “code of conduct” or written policies on integrity building eliminates the unethical behaviour of people

10. How does human behaviour shape? • Internal thinking • External environment • Social and cultural frame that we grow in • Social and cultural environment influence our experiences and thinking pattern • Personal goals and objectives [what you value most] • Needs [basic and luxury] • Complex relation between multiple processes that affect human behaviour

11. How does your decisions shape?

12. Ethical Landscape Source: Carol W. Lewis

13. Integrity problem • When does integrity problem arises? • Have we implemented our promises or policies we have made?

14. Cont… • Integrity problems in organization arises where there is discrepancy between; • The contract and actual execution [what we promise to do and what we do in real life] • Policy and implementation • Entitlement and access

15. The roots of integrity • In a case, Nurturing a high-integrity culture, Jean Francois Manzoniwrites: • Organization, that employ lasting success in terms of both performance and integrity, have developed a strong and positive organizational culture that nurtures its employees. • Changing organization culture requires modifying the common way of thinking • The first step for quest for integrity is basic compliance dimension. While this is necessary condition but not sufficient.

16. Cont.… • High integrity entails more than respecting rules and regulations; it implies “doing the right things” for the organization • Building trust and trustworthiness • Eg: why should I pay tax? • How does my government make the best use of money I paid?

17. Cont. • “Breakdowns” of Integrity • Fear • Need?/Greed • How do these two things shape employee’s behaviour in organization? • How does it paralyzes organization’s culture?

18. Work place integrity in question!!!

21. स्रोत: महालेखा परीक्षकको प्रतिवेदन २०७३

22. Crushing stones Gavin-ware wall

23. Extracting stones Crushing stones Road

27. Public sector characteristics: do they apply to our institutions? 3 5 Loyalty Exit Voice 2 1 4 Organize 6 Source: Albert O. Hirshman

28. Perceived integrity survey results • People with high integrity • 15-20% • People with moderate integrity • 60-70% • People with low integrity • 15-20% Source: survey result from earlier training

29. Workplace Integrity Practice (Achieving Good Practice) • Workplace Integrity Core Areas: • Ethical leadership • Active management and supervision • The right people • Effective processes • Confident professional reporting

30. 1. Ethical Leadership • Lead by example • Set clear expectations • Applying values and human rights • Organisational values • Human rights • Make confident decisions • Communicate with staff • Value staff • Develop your skills

31. 2. Active Management and Supervision • Use available management tools • Know your staff • Examine performance • Examine complaints • Identify potential issues • Foster continuous learning • Be available

32. 3. The Right People • Promote the code of conduct • Adopt values • Embed shared responsibility • Share community expectations • Educate staff about ethical responsibilities • Encourage continuous learning • Practice ethical decision making • Identify role model • Learn from mistakes • Act to prevent • Acknowledge staff

33. 4. Effective Processes • Consult with staff • Conduct risk assessments • Monitor trends • Reinforce policies • Monitor compliance • Conduct audits • Engage support • Manage exiting staff • Include ethics and integrity • Use scenarios

34. 5. Confident Professional Reporting • Share responsibility • Encourage professional reporting • Enable reporting • Know your responsibilities • Create a safe reporting culture • Monitor health and wellbeing • Support staff • Seek feedback • Review complaints handling

35. Things we need! For integrity; • Commitment • Clear set of values and standards • Communication of values and standards • Continuous and consistent actions Moreover, • Assess your ethical position • Acknowledge that “it starts with me!” • Build ethical thinking into daily activities • Establish a legend; let it be disseminated

36. Learning points • Integrity in complex relationship of social, political, cultural and organization rules and regulations • Roots of integrity building is the culture; both organizational culture and socio-political culture • Two major driving factors for breakdowns of integrity are; fear and greed • Actions of an individual are basically shaped by three things; one’s goal or objective, organization culture and socio-cultural environment • Integrity building needs compliance dimensions and something more

37. Thank You