Your SlideShare is downloading. ×
0
sustainable culture
sustainable culture
sustainable culture
sustainable culture
sustainable culture
sustainable culture
sustainable culture
sustainable culture
sustainable culture
sustainable culture
sustainable culture
sustainable culture
sustainable culture
sustainable culture
sustainable culture
sustainable culture
sustainable culture
sustainable culture
sustainable culture
sustainable culture
sustainable culture
sustainable culture
sustainable culture
sustainable culture
sustainable culture
sustainable culture
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

sustainable culture

1,149

Published on

how to attain a sustainable culture in org

how to attain a sustainable culture in org

Published in: Business, Education
0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
1,149
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
119
Comments
0
Likes
3
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. CREATING A SUSTAINABLE ORGANIZATIONAL CULTURE O.Amulya T.Sairam Singh TERM PAPER – ORGANIZATIONAL BEHAVIOUR ORGANIZATIONAL BEHAVIOUR II - TERM PAPER - ORGANIZATIONAL CULTURES
  • 2. What Is Organizational Culture? Characteristics: 1. Innovation and risk taking 2. Attention to detail 3. Outcome orientation 4. People orientation 5. Team orientation 6. Aggressiveness 7. Stability ORGANIZATIONAL BEHAVIOUR II - TERM PAPER - ORGANIZATIONAL CULTURES
  • 3. What Is Organizational Culture? (cont’d) ORGANIZATIONAL BEHAVIOUR II - TERM PAPER - ORGANIZATIONAL CULTURES
  • 4. What Is Organizational Culture? (cont’d) ORGANIZATIONAL BEHAVIOUR II - TERM PAPER - ORGANIZATIONAL CULTURES
  • 5. What Is Organizational Culture? (cont’d) Culture Versus Formalization ◦ A strong culture increases behavioral consistency and can act as a substitute for formalization. Organizational Culture Versus National Culture ◦ National culture has a greater impact on employees than does their organization’s culture. ◦ Nationals selected to work for foreign companies may be atypical of the local/native population. ORGANIZATIONAL BEHAVIOUR II - TERM PAPER - ORGANIZATIONAL CULTURES
  • 6. What Do Cultures Do? Culture’s Functions: 1. Defines the boundary between one organization and others. 2. Conveys a sense of identity for its members. 3. Facilitates the generation of commitment to something larger than selfinterest. 4. Enhances the stability of the social system. ORGANIZATIONAL BEHAVIOUR II - TERM PAPER - ORGANIZATIONAL CULTURES
  • 7. What Do Cultures Do? Culture as a Liability: 1. Barrier to change 2. Barrier to diversity 3. Barrier to acquisitions and mergers ORGANIZATIONAL BEHAVIOUR II - TERM PAPER - ORGANIZATIONAL CULTURES
  • 8. Keeping Culture Alive Selection ◦ Concerned with how well the candidates will fit into the organization. ◦ Provides information to candidates about the organization. Top Management ◦ Senior executives help establish behavioral norms that are adopted by the organization. Socialization ◦ The process that helps new employees adapt to the organization’s culture. ORGANIZATIONAL BEHAVIOUR II - TERM PAPER - ORGANIZATIONAL CULTURES
  • 9. Sustaining Organizational Culture Three forces play a particularly important part in sustaining a culture Selection Actions of top management Socialization activity ORGANIZATIONAL BEHAVIOUR II - TERM PAPER - ORGANIZATIONAL CULTURES
  • 10. ORGANIZATIONAL BEHAVIOUR II - TERM PAPER - ORGANIZATIONAL CULTURES
  • 11. The Building Blocks of a Sustainable Organizational Culture… ORGANIZATIONAL BEHAVIOUR II - TERM PAPER - ORGANIZATIONAL CULTURES
  • 12.  A Shared and Compelling Purpose  A Captivating Vision  Shared Core Values  Artifacts and Traditions ORGANIZATIONAL BEHAVIOUR II - TERM PAPER - ORGANIZATIONAL CULTURES
  • 13. A Shared and Compelling Purpose …. Why the business does what it does…the “purpose” or “mission” of the organization represents the reason why the business is here It is either the glue that binds people or the solvent that pulls them apart…Purpose binds the collective efforts of individuals to a common and captivating reason for performing…it provides a shared sense of identity and self worth ORGANIZATIONAL BEHAVIOUR II - TERM PAPER - ORGANIZATIONAL CULTURES
  • 14. A Captivating Vision …. It’s your organizational aspirations…Vision is the dream of the organization…it the journey and the ultimate destination for what you do! It funnels creative energy toward a singular destination…Vision provides a compelling goal that channels the forces of an organization’s It has the power to inspire…A vision inspires, motivates and ORGANIZATIONAL BEHAVIOUR II - TERM PAPER - ORGANIZATIONAL CULTURES
  • 15. Shared Core Values …. They are the beliefs that frame how a business acts…Values are the shared beliefs your organization has…they are the foundation for your identify They align purpose and vision by driving attitude and behavior…Values are a tool that align the attitudes and behaviors of an organization…values drive attitude… attitude influences behavior… and behavior drives outcomes. They establish synergy between different people and their organization…Values help create an environment of “like-minded” individuals ORGANIZATIONAL BEHAVIOUR II - TERM PAPER - ORGANIZATIONAL CULTURES
  • 16. Artifacts and Traditions …. They are the physical manifestations of your culture…artifacts are the tangible physical reminders of your mission, vision and values  of Fame New York Athletic Club, NY, NY Hall  Wooden Award – Los Angeles Athletic Club, Los Angles, CA They are are the practices, rituals and standards that portray your organization…traditions codify who you are to employees and customers  World Class Games – World Class Fitness, Russia  Gods & Goddesses Awards – Telos Fitness, Dallas, TX  Service Awards – ClubCorp, Dallas, TX Star ORGANIZATIONAL BEHAVIOUR II - TERM PAPER - ORGANIZATIONAL CULTURES
  • 17. Five Steps to Creating a Culture that Sticks … a Case Study ORGANIZATIONAL BEHAVIOUR II - TERM PAPER - ORGANIZATIONAL CULTURES
  • 18. Step #1: Match Culture and Strategy Before embarking on a strategy understand whether it aligns with the culture…ask yourself and your team, “Will the culture support the strategy”…if not something has to change! Strategies: Hyper-growth in maturing market Develop new revenue sources Streamline the organization Cultural Hurdles: Bureaucratic, Autocratic , Siloed, complacency Challenge: to established empowered teams, to become more transparent, to spark innovation, to install ownership and accountability for performance ORGANIZATIONAL BEHAVIOUR II - TERM PAPER - ORGANIZATIONAL CULTURES
  • 19. Step #2: Focus on a Few Critical Shifts in Behavior What behaviors were most affected by the culture, both positive and negative… The small changes which we made visible to everyone… Positive: Pride in company  Open door, regular sharing of information Passionate talent  Creation of intercompany teams Desire to be the best  Establishing framework of trust by trusting without question Negative: Siloed and no trust of others Lack of communication and transparency Lack of innovation ORGANIZATIONAL BEHAVIOUR II - TERM PAPER - ORGANIZATIONAL CULTURES
  • 20. Step #3:Honor the Strengths of the Culture Our Strengths: How we shared stories:  Pride  Monthly stories on internet  Passion  Traveled to clubs and share stories  Tenure  story at every meeting at every level One  Industry leaders  One-on-one storytelling with cultural leaders  honoring those who exemplify the culture By ORGANIZATIONAL BEHAVIOUR II - TERM PAPER - ORGANIZATIONAL CULTURES
  • 21. Step #4: Integrate Formal & Informal Intervention Some Formal Intervention Strategies taken… Some Informal Intervention Strategies taken…  Codified the culture with a mission, vision and values  Council members became role models  Created physical tools to share the mission vision and values such as screen saver on every computer, coffee cups for each employee, pens with the motto, posters in the club and a culture page on the internet  Unexpected recognition for employees who modeled the culture  Established transparent metrics and then a competition for the clubs based on those metrics  Social outings for the leaders  formal kick-off meetings to introduce the culture Had  Discussed the culture in monthly letter from the CEO and in the quarterly general employee meetings  Created cross-functional work groups  Executive committee became the key influencers  Right gossip was encouraged  and members of the culture council visited clubs and CEO told stories  Created leadership committee, innovation committee, culture leaders and change committee ORGANIZATIONAL BEHAVIOUR II - TERM PAPER - ORGANIZATIONAL CULTURES
  • 22. Step #5: Measure & Monitor Cultural Evolution What should be measured and monitored…  Business performance…KPIs  Critical behavior…what are people exhibiting  Milestones…outcome of and process toward goals  Underlying beliefs…attitudes What we measured, monitored and recognized…  KPI’s weekly, monthly and quarterly (usage %, member survey scores, employee survey scores, sales, EBITDA margins, revenue %)  People’s behavior (360 feedback, quarterly evaluations, observation, involvement, etc.)  Milestones (outcomes of initiatives and also process of initiatives)  Attitude & beliefs (observation and outcomes) ORGANIZATIONAL BEHAVIOUR II - TERM PAPER - ORGANIZATIONAL CULTURES
  • 23. Case: google ORGANIZATIONAL BEHAVIOUR II - TERM PAPER - ORGANIZATIONAL CULTURES
  • 24. Google Case It’s really the people that make Google the kind of company it is. They hire people who are smart and determined, and favor ability over experience. Although Googlers share common goals and visions for the company, they hail from all walks of life and speak dozens of languages, reflecting the global audience that they serve. And when not at work, Googlers pursue interests ranging from cycling to beekeeping, from Frisbee to foxtrot. Google strives to maintain the open culture often associated with startups, in which everyone is a hands-on contributor and feels comfortable sharing ideas and opinions. In our weekly allhands (“TGIF”) meetings—not to mention over email or in the cafe—Googlers ask questions directly to Larry, Sergey and other execs about any number of company issues. Googles offices and cafes are designed to encourage interactions between Googlers within and across teams, and to spark conversation about work as well as play. ORGANIZATIONAL BEHAVIOUR II - TERM PAPER - ORGANIZATIONAL CULTURES
  • 25. In Conclusion …… Culture represents the heart and soul of an organization…it is the brand, the roadmap, the final measurement stick of greatness or mediocrity  Great cultures are built on a common mission, vision and values, supported by legends and tradition, and carried forward by storytellers and leaders. “A people without knowledge of their past history, origin and culture is like a tree without its roots.” Author unknown ORGANIZATIONAL BEHAVIOUR II - TERM PAPER - ORGANIZATIONAL CULTURES
  • 26. A big ORGANIZATIONAL BEHAVIOUR II - TERM PAPER - ORGANIZATIONAL CULTURES

×