Building an Organizational Culture

1. Building anOrganizational Culture presented by Len Rogers PhD, MSc, MBA, BA, FInst

2. Corporate Culture • Intrinsic character of an organization. • Sum of its customs and tradition that make it unique, especially when viewed by people outside of the organization.

3. Organizational Culture • Members’ shared attitudes, beliefs, experiences, psychology and values. • Controls interpersonal relationships. • Influences external relationships. • Organization’s internal workings.

4. Managing What is an acceptable definition of "managing"?

5. Managing Organizing and controlling others to get something done. Give orders direct, simple, and understandable by the least intelligent employee.

6. Managing What is good management?

7. Managing Achieving the aim with the economic use of available resources

8. Managing You may not need all the resources that are available.

9. Managing Good management is determining how few resources and people you need to get the job done, and using only those

10. Managing Good management is achieving results through other people

11. Managing You have to change from doing things yourself to getting them done through other people

12. Delegation A manager cannot carry out every task alone because of: • Insufficient knowledge • Lack of time. • Limited effort, or cannot be in more than one place at a time.  

13. Delegation You have to delegate

14. Delegating • What has to be done? • Who is to do it? • When it is to be done? • Where it is to be done? • At what cost and with what result?

15. Delegation To delegate: The manager must state the aims, which offer a guide to: Describing the tasks, which are then offered to people who are considered suitable

16. Delegation The manager: Provides policy Creates relationships Determines spans of co-ordination Allocates authority

17. Delegation The subordinate accepts a task creating a responsibility to do it. Accepts authority, states the aim and in turn may have to delegate

18. Delegation Delegating is one of a manager’s most difficult tasks

19. Sound Delegation • Select the 'right' people • How and when to report progress • State specific responsibility • State precise authority that must be appropriate to the tasks that have to be carried out

20. Difficult Delegation Some tasks are difficult to quantify: • Human resource management • Employees’ morale • Contact with potential customers • Training • Multicultural factors in situations

21. Successful Delegation Standards of performance that have to be achieved Well-balanced tasks to make the job acceptable to the subordinate (Pleasant and unpleasant tasks)

22. Delegate Nasty & Nice You cannot delegate only the nasty things You have to delegate many of the things you like doing

23. Tolerant Delegation Exercise restraint, tolerance, and confidence after delegating Do not be over-concerned with how subordinates carry out the delegated tasks provided it is legal and ethical

24. Delegating Authority Delegating is authorising someone to do something that you would otherwise have to do. It is giving someone the authority to act in your name.

25. Responsibilitycannot equal Authority This confuses two different things: Responsibility is a task obligation. Authority is a right possessed by a person.

26. Responsibilitycannot equal Authority Compare it with driving a motorcar. You are given the authority to drive a car and are responsible for obeying traffic regulations. The authorityto drive cannot be made equal to responsibility for legal driving.

27. Responsibility ≠ Authority Authority is the accelerator… …Responsibility is the brake. They cannot be made equal

28. The Pranged Car • A marketing director had a meeting at a customer’s office to discuss forward contract arrangements for the following year. • As he was entering the building he realized that he had left a vital file in his desk. • Perplexed, he paused and at that minute saw one of his company’s young trainee-managers coming out of the building.

29. The Pranged Car • He grabbed hold of the startled chap and said, “I’ve left an important file in my desk — top left-hand drawer. It’s locked. Here are my keys. I need that file urgently. Get back to the office by the quickest possible means. See Jane. Get that file. Top left-hand drawer. Get back here as soon as you possibly can.”

30. The Pranged Car “Right sir,” said the trainee. Ran down the steps, out of the building, saw the director’s car. He’d been given the car keys as well as the office keys. “Get back by the quickest possible means”. So, car was quickest. He got in put it in gear; unfortunately, in his haste, he put it into reverse and ‘pranged’ the car behind!

31. The Pranged Car The question is: Had the trainee-manager been given authority to take the car? Had that been delegated to him? He was told specifically to get back to the office by the quickest possible means, and was given the car keys and the office keys.

32. Did he delegate? “…get back to the office by the quickest possible means…”

33. The Pranged Car It cannot be answered neatly with a ‘yes he had’ or ‘no he hadn’t’ been given authority. It illustrates how we are often guilty of poor delegation and faulty management and in our marketing activities. What we think we are doing and saying, is often received quite differently by others .

34. Vague Delegation We are often guilty of faulty management and poor delegation

35. Delegation Don’t confine your subordinates in coffins! Some managers are coffin makers. They make their subordinates’ • terms of reference • so rigid that they • might as well be • because they have • no room to move!

36. Delegation In contrast, if you are too laid back when you delegate, you may as well throw them rugger balls or tennis balls. “Catch this one Charles…missed?…Sorry, here’s another one…. Oh dear! That bounced over your head.” Keep at it. They’ll catch some of them !

37. If the Task is simple • If the task is simple, routine or a repeat; • If it involves a small amount of time; • If progress can be easily checked; • If a mistake is of little consequence; • If there’s a 'panic' on; give an oral instruction…….but,

38. Detailed Tasks • If it involves details... • If more than one person or department is involved... • If a mistake will be serious... • If you will be held responsible... put it in writing!

39. Beware the WasGonnas! When you ask them if they have done what you asked them to do, they always reply the same… “I wasgonna do that today.”

40. Building anOrganizational Culture Like constructing a building―it takes time. It needs a plan, the whole is surveyed, foundations are laid and the building constructed.