Organizational culture

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What young professionals need to know about the value of organizational culture.

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Organizational culture

  1. 1. Organizational Culture: An Introduction
  2. 2. “93% of employers agree that a candidate’s demonstrated capacity to think critically, communicate clearly, and solve complex problems is more important than their undergraduate major.” http://www.aacu.org/leap/documents/2013_EmployerSurvey.pdf
  3. 3. “Getting to the corner office has more to do with leadership talent and a drive for success” than graduating with a specific degree from a prestigious university. In other words no one degree is necessarily better than another when moving up the corporate ladder or earning potential.” http://www.webco.cc/any-college-will-do.shtml
  4. 4. “In industries across the board, employers viewed an internship as the single more important credential for recent grads. More than where you went to school and what you majored in.” http://chronicle.com/article/The-Employment-Mismatch/137625/
  5. 5. 88% of employers are looking for a “cultural fit” over skills in their next hire as more companies focus on attrition rates. Dan Schawbel, “Trend: Companies Hire for Cultural Fit Over Qualifications,” The Fast Track, March 1, 2013. http://quickbase.intuit.com/blog/2013/03/01/trend-companies-hire-for-cultural-fit-over-qualifications/
  6. 6. “Companies are more strict about who they hire today than in previous years because of the economy and the cost of hiring. Today, it’s not just about finding the person that can do the job, but finding someone who can fit into the corporate culture.” Dan Schawbel, “Trend: Companies Hire for Cultural Fit Over Qualifications,” The Fast Track, March 1, 2013. http://quickbase.intuit.com/blog/2013/03/01/trend-companies-hire-for-cultural-fit-over-qualifications/
  7. 7. The need to understand and demonstrate Googleness
  8. 8. Foundation 1. Global jobs war 2. Number of U.S. firms/organizations 3. Per capita income 4. Fortune 100 pension trends 5. Free agents 6. Virtual work
  9. 9. This new world war for good jobs will trump everything else. That's because the lack of good jobs will become the root cause of almost all world problems that America and other countries will attempt to deal with through humanitarian aid, military force, and politics. Jim Croft, The Coming Jobs War
  10. 10. Non-employer firms, 21,351,320, 78%
  11. 11. Category Firms Percent of all Percent of employer firms Firms with 1 to 4 employees 3,617,764 13.3% 61.0% Firms with 5 to 9 employees 1,044,065 3.827% 17.6% Firms with 10 to 19 employees 633,141 2.321% 10.7% Firms with 20 to 99 employees 526,307 1.929% 8.9% Firms with 100 to 499 employees 90,386 0.331% 1.5% Firms with 500 employees or more 18,469 0.068% 0.31% Firms with 500 to 749 employees 6,060 0.022% 0.10% Firms with 750 to 999 employees 3,038 0.011% 0.05% Firms with 1,000 to 1,499 employees 3,044 0.011% 0.05% Firms with 1,500 to 1,999 employees 1,533 0.006% 0.03% Firms with 2,000 to 2,499 employees 904 0.003% 0.02% Firms with 2,500 to 4,999 employees 1,934 0.007% 0.03% Firms with 5,000 employees or more 1,956 0.007% 0.03% Firms with 5,000 to 9,999 employees 975 0.004% 0.02% Firms with 10,000 employees or more 981 0.004% 0.02%
  12. 12. Year Inflation 2012 2.10% 2011 3.20% 2010 1.60% 2009 -0.40% 2008 3.80% 2007 2.80% 2006 3.20% 2005 3.40% 2004 2.70% 2003 2.30% 2002 1.60% 2001 2.80% 2000 3.40% Total 32.50%
  13. 13. Assessments 1. Employer’s view on what they need from new employees 2. Employer’s view of professionalism 3. Your professional skills 4. The 7 types of work 5. The Path to Success
  14. 14. http://www.aacu.org/leap/presidentstrust/compact/index.cfm
  15. 15. The majority of both managers and HR personnel feel that the definition of what is professional should not be subject to change. The attitude appears to be that young employees should learn to conform to current standards of professionalism rather than the standards being modified in response to larger societal changes. York College of Pennsylvania, “2012 Professionalism in the Workplace Study,” Center for Professional Excellence, 2012. http://www.hrhero.com/hl/articles/2013/04/18/professionalism-in-perspective-are-attitudes-on-whats-professional-changing/
  16. 16. NA 1 2 3 4 5 COMMUNICATION SKILLS Speaking: Prepared speaking and presentation skills Speaking: Impromptu speaking skills Written communication skills: use of correct grammar and spelling Listening skills: demonstrate ability to listen and understand various points of view Conflict resolution skills Conveys position and receptive body language Meeting management skills Information literacy skills: ability to locate and identify relevant information Information literacy skills: ability to convey thoughts in a professional and succint manner SOCIAL NETWORK/ONLINE SKILLS Search results on yourself uncover only positive findings Does not disclose private/client information online Social networks have appropriate pictures and content Can switch between abbreviated texting/writing and professional writing ORGANIZATIONAL SKILLS Ability to prioritize issues Ability to manage time and meet deadlines as requested Abiity to balance life and work issues Demonstrate a high level of reliability VISIONARY SKILLS Ability to see the big picture Ability to think outside of the box Comfortable being uncomfortable Willingness to try something new or take a calculated risk PROFESSIONALISM Provides a professional image at all times Ability to effectively wrok as a team member Ability to work as a team leader Scale Skill Have only one 4 or 5 per section Out of all listed – what is your #1 skill and why?
  17. 17. Organizational Culture 1. The Organizational Culture Assessment Instrument (OCAI) • 6 Sections – one at a time 2. Competing Values 3. Models
  18. 18. Dominant Characteristics Score Organi The organization is a very personal place. It is like an extended family. People seem to share a lot of themselves. The gl Comm The organization is a very dynamic entrepreneurial place. People are willing to stick their necks out and take risks. The gl and de The organization is very results oriented. A major concern is with getting the job done. People are very competitive and achievement oriented. The gl achiev comm The organization is a very controlled and structured place. Formal procedures generally govern what people do. The gl Mainta Total (make sure equals 100) Total ( Organizational Leadership Strateg The leadership in the organization is generally considered to exemplify mentoring, facilitating, or nurturing. The or and pa Sample 20 10 60 10 100
  19. 19. Dominant Characteristics Score Organi The organization is a very personal place. It is like an extended family. People seem to share a lot of themselves. The gl Comm The organization is a very dynamic entrepreneurial place. People are willing to stick their necks out and take risks. The gl and de The organization is very results oriented. A major concern is with getting the job done. People are very competitive and achievement oriented. The gl achiev comm The organization is a very controlled and structured place. Formal procedures generally govern what people do. The gl Mainta Total (make sure equals 100) Total ( Organizational Leadership Strateg The leadership in the organization is generally considered to exemplify mentoring, facilitating, or nurturing. The or and pa
  20. 20. generally govern what people do. Mainta Total (make sure equals 100) Total ( Organizational Leadership Strateg The leadership in the organization is generally considered to exemplify mentoring, facilitating, or nurturing. The or and pa The leadership in the organization is generally considered to exemplify entrepreneurship, innovating, or risk taking. The or challen valued The leadership in the organization is generally considered to exemplify a no- nonsense, aggressive, results-oriented focus. The or Hitting The leadership in the organization is generally considered to exemplify coordinating, organizing, or smooth-running efficiency. The or contro Total (make sure equals 100) Total ( Management of Employees Criteria The management style in the organization is characterized by teamwork, consensus, and participation. The or human
  21. 21. coordinating, organizing, or smooth-running efficiency. contr Total (make sure equals 100) Tota Management of Employees Criter The management style in the organization is characterized by teamwork, consensus, and participation. The huma peop The management style in the organization is characterized by individual risk- taking, innovation, freedom, and uniqueness. The or ne The management style in the organization is characterized by harddriving competitiveness, high demands, and achievement. The mark leade The management style in the organization is characterized by security of employment, conformity, predictability, and stability in relationships. The deliv Total (make sure equals 100) Tota
  22. 22. Score Organization Glue Score The glue that holds the organization together is loyalty and mutual trust. Commitment to this organization runs high. The glue that holds the organization together is commitment to innovation and development. There is an emphasis on being on the cutting edge. The glue that holds the organization together is the emphasis on achievement and goal accomplishment. Aggressiveness and winning are common themes. The glue that holds the organization together is formal rules and policies. Maintaining a smooth-running organization is important. Total (make sure equals 100) Strategic Emphases
  23. 23. Total (make sure equals 100) Strategic Emphases The organization emphasizes human development. High trust, openness, and participation persist. The organization emphasizes acquiring new resources and creating new challenges. Trying new things and prospecting for opportunities are valued. The organization emphasizes competitive actions and achievement. Hitting stretch targets and winning in the marketplace are dominant. The organization emphasizes permanence and stability. Efficiency, control and smooth operations are important. Total (make sure equals 100) Criteria of Success The organization defines success on the basis of the development of
  24. 24. Total (make sure equals 100) Criteria of Success The organization defines success on the basis of the development of human resources, teamwork, employee commitment, and concern for people. The organization defines success on the basis of having the most unique or newest products. It is a product leader and innovator. The organization defines success on the basis of winning in the marketplace and outpacing the competition. Competitive market leadership is key. The organization defines success on the basis of efficiency. Dependable delivery, smooth scheduling and low-cost production are critical. Total (make sure equals 100)
  25. 25. Competing Values Framework
  26. 26. “The Competing Values of Leadership, Effectiveness and Organizational Theory by Cameron and Quinn, 2006.
  27. 27. “Too many students fail to engage in the process of figuring out what they want to get out of their entire college experience.” Jeff Selingo, Chronicle of Higher Education

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