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Managing organizational culture

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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Managing organizational culture

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  1. Managing organizational culture Adrian Stanciu

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

  3. 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

  4. 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

  5. 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

  6. NRON

  7. 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

  8. Effects of Organizational Design on Culture Mechanistic Organizations (n=18) Organic Organizations (n=6)

  9. 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

  10. Rewards versus Punishment Emphasis on Praise (n=12 organizations) Emphasis on Criticism (n=16 organizations)

  11. 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

  12. The Electronic Disintegration of Interpersonal Processes N= 31 virtual teams Baltazaar, Potter and Cooke, 2000

  13. 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

  14. Prescriptive vs. Restrictive Leaders Prescriptive Leaders N = 20 Restrictive Leaders N = 19

  15. 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

  16. HUMAN SYNERGISTICS BULGARIA 1421 Sofia, 63 Tzanko Tzerkovski Str. T: + 359 2 963 29 31 info@humansyn.bg www.humansynergistics.com

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