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05. organizational culture in brands
05. organizational culture in brands
05. organizational culture in brands
05. organizational culture in brands
05. organizational culture in brands
05. organizational culture in brands
05. organizational culture in brands
05. organizational culture in brands
05. organizational culture in brands
05. organizational culture in brands
05. organizational culture in brands
05. organizational culture in brands
05. organizational culture in brands
05. organizational culture in brands
05. organizational culture in brands
05. organizational culture in brands
05. organizational culture in brands
05. organizational culture in brands
05. organizational culture in brands
05. organizational culture in brands
05. organizational culture in brands
05. organizational culture in brands
05. organizational culture in brands
05. organizational culture in brands
05. organizational culture in brands
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05. organizational culture in brands

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Organizational culture in Brands by Tharaka Dias

Organizational culture in Brands by Tharaka Dias

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  1. THARAKA DIAS MBA(USA), BBA(USA), Dip in Mgt, ACIM(UK),FAEA(Dip in AEA-UK), FinstSMM(UK), CPM(Asia), MSLIM
  2. This focus on the organizational culture block of the process for building and sustaining brands. Key factor in this is evaluating howorganizational culture helps to achieve the brand competitiveness Tech - We Are Apple (Leading The Way) - YouTube.flv AOT - www.tharakadias.com 2
  3. Brand VisionOrganizational cultureBrand Objectives Brand evaluationAudit brand sphere Brand essence InternalimplementationBrand resourcing AOT - www.tharakadias.com 3
  4. The starting point for developing and sustaining a brand isbrand visionOne of the components of powerful vision is the brandsvalues.These above are leading to organizational cultureUnderstanding of organizational culture there is betterappreciation of the organizational values and its linked tothose of the organizationCorporate brands draw heavighly on the corporations name,organizational culture provides a strong indicator about thevalues that characterized the brand AOT - www.tharakadias.com 4
  5. A clear understood organizational culture provides a basis fordifferentiating a brand in a customers mindBrand can be considered as being a cluster of functional andemotional valuesMost sustainable way to build brand is through emotionalvalues.Its not how much customer receive it , rather it is which waycustomer receive it.Eg: McDonalds / Piller houseOrganizational culture act as a glue uniting staff in desperatelocation to act in a same manorStrong organizational culture can increase the confidence levelof stakeholders and enhance the overall performance. AOT - www.tharakadias.com 5
  6. Strong organizational culture Motivation StaffEnsures coherent staff behavior Enhance brand consistency Building trustEnhancing brand performance AOT - www.tharakadias.com 6
  7. Organizational cultureIntegration Differentiation paradigm paradigm AOT - www.tharakadias.com 7
  8. This is conceptually appealing, since having a shearedset of values and basic assumptions about cause andeffect relationships reflects employees need for orderand consistency in their work. AOT - www.tharakadias.com 8
  9. This consider culture as a root metaphor for theorganization – i.e. a metaphor for the organization isknowledge, or sheared symbols and meanings or theunconscious mindIn this sees culture as something a group of people“are”, the artefacts are no longer the visible layer ofcultureCulture is not a mechanism for management tochange staffs values. AOT - www.tharakadias.com 9
  10. Understanding of the brand promise Encouraging employees desires to want to deliver the brand promiseStimulate staff to change their behavior to align with the brand promiseDevelop staff so they have the skills to deliver the brand promise AOT - www.tharakadias.com 10
  11. The pattern of basic assumptions that a given grouphas invented, discovered or developed in learning to cope with the problems of external adaptation and internal and have worked well enough to beconsidered valid, and therefore to be taught to new members as the correct way to perceive, think and feel in relation to those problems AOT - www.tharakadias.com 11
  12. • Car park, office layout, manor of dress, the way people Visible talk, documentation and the firms technology artefacts • A better understanding of why employees behave in a Values unique manner comes through understanding values • Peoples mental mapping, or schema, which are the rules they have formed to make sense of their environment Basicassumptions and to predict out comes. AOT - www.tharakadias.com 12
  13. • The logo and organization uses provides clues about its Material objectives cultures. (Apples uses Apple as icon)Architecture and office • An organizations building gives a clue about its culture. location (Brandex Seduwa) • Language the staff and the cooperation use provides Language insight about its culture. (British Council/Sri-Lankan) Dress Style • Informal dress code for advertising agencies. • Stories that you create to show their belief in customer Stories service (Apiwenuwen appi for arm forces) • Ceremonies are celebration of organizational culture. A Ceremonies firms annual sales conference in an exotic hotel . • There are norms of behavior about which new employees Styles of behavior soon become aware. ( Work time) AOT - www.tharakadias.com 13
  14. Whether there is a strongly held ideology of which allemployees are awareWhether there is a good induction programme for all newemployeesWhether staff feel they belong to something special thatgives them an elitist prideWhether there is ongoing trainingHow effective the job socialization by there peersWhether staff are exposed to the hero storiesWhether there is a tight values based screening process atthe recruitment stage AOT - www.tharakadias.com 14
  15. Whether incentives and career advancementcriteria are linked to the organization’s aspiredcultureWhether there are public celebrations forparticularly successful staffTo what extent the office layout reinforces thedesired values. AOT - www.tharakadias.com 15
  16. Brand visioning Culture• Envisioned future • Supportive or • Artefacts Purpose constructive Values Values culture Assumptions AOT - www.tharakadias.com 16
  17. AOT - www.tharakadias.com 17
  18. Enhancing • Employees adhere to the values of the dominant culture more notably than in the rest of the organization. (those directly in contact with customers are part of the enhancing sub culture willsubculture deliver the brand promise been given to customers more effectively.)Orthogonal • These are characterized by individuals who are aligned the dominant culture. But they also accept a separate non conflictingsubcultures culture. ( those who work for international brands) Counter • In this category of subculture , there exists a cohort of employees who have some important values that militate against the desired Culture orgizational culture. ( Merger, or change of CEO) AOT - www.tharakadias.com 18
  19. Take over and cooperate mergers are often hailed as opportunities forstrengthening brands, yet the attemptedmarriage of the 2 cultures can be difficult to achieve and this can have an adverse effect on staff moral, and brand performance AOT - www.tharakadias.com 19
  20. Audit current • What someone must do • What they can get away with not doing culture • What they must never do • Serving the client comes first Define desired • Individualism • Technical excellence and high professional standards culture • Integrity Implement • Passionate about working with client to deliver exceptional value • People flourish and realize their full potentialchange to achieve • Continuously extends the frontiers of its shared knowledge desired culture AOT - www.tharakadias.com 20
  21. 01. Building commitment amongst leaders to enable them to become effective role models02. Personal and team development material to help people receive feedback and work on changing their behavior 03. Facilitating internal communications. 04. Guidance on how to carry out the different activities.05. An explanation of the values, theoretical background and details of different parts of the programme. AOT - www.tharakadias.com 21
  22. Hostede (1980) – was one of the early writers to argue theassociation between strong cultures – i.e. those that areunified and high performancein a strong culture the shared values engender greatermotivation. As staff feel proud to be associated with theorganizations brands.They are more committed and become loyal employees.The stronger culture provides a basis of a sustainablecompetitive advantage AOT - www.tharakadias.com 22
  23. Under Good Leaders performanceFit with environment Poor Yesterdays leggards leaders Week Strong Strength of organizational culture AOT - www.tharakadias.com 23
  24. Long term success of organizations depends on satisfying a coalition ofstakeholders, not just one party AOT - www.tharakadias.com 24
  25. Thank youAOT - www.tharakadias.com 25

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