Hr Org Culture
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Hr Org Culture

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    Hr Org Culture Hr Org Culture Presentation Transcript

    • 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
    • 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!
    • 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
    • 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.
    • Understanding Organizational Culture
      • Personality of organization
      • Customs and rights
      • Shared beliefs
      • Systemic with feedback from society, laws, stories, heroes, values, etc.
    • 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
    • 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
    • Varied “Types” of Culture
      • Academy Culture
        • Highly skilled employees
        • Work way up ranks
        • Stable company environment
      • Examples:
        • Universities, hospitals, large corporations
    • 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
    • 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
    • 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
    • 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!
    • 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
    • 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)
    • 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
    • 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
    • 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
    • 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!
    • 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
    • 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
    • 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
    • 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.
    • 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)
    • Practical Methods to Resolve Culture Issues
      • Staff meetings
      • Listen to all sides
      • See, hear and learn
      • Ask staff to provide solutions
    • Practical Methods to Resolve Culture Issues
    • 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.
    • 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
    • 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