Your SlideShare is downloading. ×
Hr Org 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

Hr Org Culture

851
views

Published on

Published in: Economy & Finance, Technology

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
851
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
62
Comments
0
Likes
0
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. HR’s Role In Developing Organizational Culture Where Mission and Vision Meet By Thyonne Gordon Executive Director & COO A Place Called Home Youth Center South Central, Los Angeles
  • 2. HR In A Non-Profit Setting
    • Usually no specified department
    • “One size fits all” philosophy
      • Or whomever has the HR hat on is
      • the Director!
      • That person may also be the Accountant, Executive Director, Plumber and Security!
  • 3. HR’s Conflicting Roles
    • HR person is in leadership position
    • Leaders help determine culture
    • HR administers benefits, personnel assistance and ‘friend’ to staff
    • HR must balance which ‘hat’ to wear at what time
  • 4. HR person must determine which role they play prior to assessing or analyzing a culture. It is important to understand that with this dual role, you are as much a part of the culture as the employees that you assess.
  • 5. Understanding Organizational Culture
    • Personality of organization
    • Customs and rights
    • Shared beliefs
    • Systemic with feedback from society, laws, stories, heroes, values, etc.
  • 6. Understanding Organizational Culture
    • Members of organization and behaviors
      • Assumptions-hypothesis becomes reality
      • Values-initially started by Founder/Leader and then assimilated
      • Norms-how things are done around here
      • Tangible signs or artifacts-include language, technology, products, styles (clothing, salutations, myths, stories)
    • Structural stability-implies there is stable environment
    • Integrated patterns-repetitive nature
  • 7. How Do You Identify Culture?
    • Observe Behavior
      • Language, customs, traditions
    • Groups norms
      • Standards & Values
      • Espoused Values (published, announced)
    • Rules of organization
    • Habits of thinking, acting & shared knowledge
    • Metaphors and/or symbols
    • See, hear, feel
  • 8. Varied “Types” of Culture
    • Academy Culture
      • Highly skilled employees
      • Work way up ranks
      • Stable company environment
    • Examples:
      • Universities, hospitals, large corporations
  • 9. Varied “Types” of Culture
    • Club Culture
      • Employees “fit in”
      • Start at bottom & stay with organization
      • Company promotes from within
      • Values seniority
    • Examples:
      • Military, law firms
  • 10. Varied “Types” of Culture
    • Baseball Team Culture
      • Employees are “free agents” with highly prized skills
      • In high demand
      • Fast-paced, high-risk organizations
    • Examples:
      • Investment banking, Advertising, Dot.com
  • 11. Varied “Types” of Culture
    • Fortress Culture
      • Uncertainty with employees
      • High skills (college grads)
      • Massive re-organization with companies
    • Examples:
      • Savings and loans; large car companies
  • 12. Where Does Non-Profit Fit?
    • Combination of all
    • Some skilled employees
    • Working way up (and all over) in organization
    • Easy to find other jobs if you can juggle
    • Important to fit in while helping others
    • Never know when the next paycheck will come…or not!
  • 13. Leader’s Create Organizational Culture
    • Beliefs, values & assumptions of founders are basis for organization
    • Organizations don’t form accidentally
      • Single person has idea
      • Brings in more than one and creates group
      • Group works together to raise funds
      • Others are brought into existing history
  • 14. HR “Nurtures” Culture
    • Leaders assumptions are taught to group
    • As leadership changes, HR, becomes pivotal in sharing shift information
    • HR pivotal in hiring for the shift
    • HR must be in sync with Leadership (i.e. Executive Director)
  • 15. HR Defines Culture
    • Pay attention to measures and controls
      • What does the leader notice
      • Is the leader clear or confused
      • What are leaders emotional reactions
      • How do they deal with crisis
      • What is perceived as crisis
  • 16. HR Shifts Culture
    • Role Modeling, Teaching and Coaching
      • Act the part of the culture you want
      • Show the culture to staff (i.e videos)
      • Send messages through informal and formal means
      • Observe rewards, status and punishment
      • Use clear criteria for new hires
  • 17. HR’s “Shift” of Organizational Culture
    • Make sure routines are visible
    • Systems and procedures give consistency
    • Design of space and building is important
    • Symbolic purposes should be clear
    • Stories of past integrated with present and future culture
  • 18. Does Your Organization Need a Change in Culture
    • Nothing in life is constant but change
    • Change is good
    • But if it “ain’t broke” why fix it
    • And . . . . .
      • I don’t want everybody hating me!
  • 19. Basic Changes In Non-Profit Culture Financially solvent Investors/Fundraisers Broke, Broke, Broke Beg, Beg, Beg Self-esteem building, pride emersion place Hand-out / enabling places Entrepreneurial ventures Grass roots start-ups Excellent Financial Planners Poor Money Managers
  • 20. Ready to Change Some Culture?
    • Be ready for a fight
      • Mature organizations are hard to change
      • Be ready for a fight
    • Unfreezing-motivation to change
      • Disconfirming data - Cognitive restructuring -
      • Refreezing
    • Systems and procedures give consistency
  • 21. Does the Mission Match the Vision?
    • Who the organization says they are and whom they serve should match where they are going
    • Decide the type of organization you are and methodize how to present
    • Get leadership consensus prior to employee by-in
  • 22. Leadership is the Key!
    • No matter what you do, be sure that you are in a leadership capacity to influence change!
    • Those in less than leadership roles can ‘instigate’ change but it is not formalized structuring of culture.
  • 23. When There Is A Disconnect
    • When all else fails…back to basics
    • There was a culture … go back to it … with the entire staff
      • Do a coat of arms describing culture
      • Do team play projects & individual
      • Define people with culture of place (i.e. dress code, hours of operation)
  • 24. Practical Methods to Resolve Culture Issues
    • Staff meetings
    • Listen to all sides
    • See, hear and learn
    • Ask staff to provide solutions
  • 25. Practical Methods to Resolve Culture Issues
  • 26. Is Everybody Happy?
    • Everyone will never be happy! But if you can get most of the staff happy, some of the time…you are beating the odds!
    • Complainers will eventually ‘weed’ themselves out.
  • 27. Evolution from Leadership to Culture to “It’s HR’s Problem!”
    • Nothing is changed overnight
    • As HR professionals, you can change small things at a time
    • Start in the bathrooms (i.e. clean from the bottom up)
    • Listen to your staff in who they are and who they want to become
  • 28. References
    • Organizational Culture and Leadership by Edgar H. Schein
    • Downsizing and Organizational Culture by Thomas A. Hickok
    • Organizational Culture by Carter McNamara, Ph.D
    • What is a company for? Courtesy of Michael Shanks Memorial Lecture reprint (13 pages)
    • “ Employee involvement in declining organizations, Human Resources Management 22(4) pp. 445-465 by S.A. Mohrman and A.M. Mohrman, Jr.
    • Work and Motivation by V. Vroom