06. organizational culture in brands

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Organizational culture in Brands by Tharaka Dias

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06. organizational culture in brands

  1. 1. THARAKA DIASMBA(USA), BBA(USA), Dip in Mgt, ACIM(UK),FAEA(Dip in AEA-UK), FinstSMM(UK), CPM(Asia),MSLIM
  2. 2. This focus on the organizational cultureblock of the process for building andsustaining brands.Key factor in this is evaluating howKey factor in this is evaluating howorganizational culture helps to achieve thebrand competitivenessTech - We Are Apple (Leading The Way) - YouTube.flv2AOT - www.tharakadias.com
  3. 3. BrandVisionOrganizational cultureBrand ObjectivesBrand evaluationAudit brand sphereBrand essenceInternalimplementationBrand resourcingBrand evaluation3AOT - www.tharakadias.com
  4. 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 cultureThese 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 brand4AOT - www.tharakadias.com
  5. 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.customer 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.5AOT - www.tharakadias.com
  6. 6. Strong organizational cultureMotivation StaffEnsures coherent staff behaviorEnsures coherent staff behaviorEnhance brand consistencyBuilding trustEnhancing brand performance6AOT - www.tharakadias.com
  7. 7. OrganizationalcultureIntegrationparadigmDifferentiationparadigm7AOT - www.tharakadias.com
  8. 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.and consistency in their work.8AOT - www.tharakadias.com
  9. 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 peopleIn 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.9AOT - www.tharakadias.com
  10. 10. Understanding of the brand promiseEncouraging employees desires to want to deliver the brandpromisepromiseStimulate staff to change their behavior to align with the brandpromiseDevelop staff so they have the skills to deliver the brand promise10AOT - www.tharakadias.com
  11. 11. The pattern of basic assumptions that a given grouphas invented, discovered or developed in learning tocope with the problems of external adaptation andcope with the problems of external adaptation andinternal and have worked well enough to beconsidered valid, and therefore to be taught to newmembers as the correct way to perceive, think andfeel in relation to those problems11AOT - www.tharakadias.com
  12. 12. Visibleartefacts• Car park, office layout, manor of dress, the way peopletalk, documentation and the firms technology• A better understanding of why employees behave in aunique manner comes through understanding valuesValues• A better understanding of why employees behave in aunique manner comes through understanding valuesBasicassumptions• Peoples mental mapping, or schema, which are the rulesthey have formed to make sense of their environmentand to predict out comes.12AOT - www.tharakadias.com
  13. 13. • The logo and organization uses provides clues about itscultures. (Apples uses Apple as icon)Material objectives• An organizations building gives a clue about its culture.(Brandex Seduwa)Architecture and officelocation• Language the staff and the cooperation use providesinsight about its culture. (British Council/Sri-Lankan)Language• Informal dress code for advertising agencies.Dress Style• Stories that you create to show their belief in customerservice (Apiwenuwen appi for arm forces)Stories• Ceremonies are celebration of organizational culture. Afirms annual sales conference in an exotic hotel .Ceremonies• There are norms of behavior about which new employeessoon become aware. ( Work time)Styles of behavior13AOT - www.tharakadias.com
  14. 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 thatWhether 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 stage14AOT - www.tharakadias.com
  15. 15. Whether incentives and career advancementcriteria are linked to the organization’s aspiredcultureWhether there are public celebrations forparticularly successful staffparticularly successful staffTo what extent the office layout reinforces thedesired values.15AOT - www.tharakadias.com
  16. 16. Brand visioning CultureBrand visioning• Envisioned futurePurposeValues• Supportive orconstructivecultureCulture• ArtefactsValuesAssumptions16AOT - www.tharakadias.com
  17. 17. 17AOT - www.tharakadias.com
  18. 18. • Employees adhere to the values of the dominant culture morenotably than in the rest of the organization. (those directly incontact with customers are part of the enhancing sub culture willdeliver the brand promise been given to customers moreeffectively.)EnhancingsubcultureOrthogonal • These are characterized by individuals who are aligned thedominant culture. But they also accept a separate non conflictingculture. ( those who work for international brands)Orthogonalsubcultures• In this category of subculture , there exists a cohort of employeeswho have some important values that militate against the desiredorgizational culture. ( Merger, or change of CEO)CounterCulture18AOT - www.tharakadias.com
  19. 19. Take over and cooperate mergers areoften hailed as opportunities forstrengthening brands, yet the attemptedstrengthening brands, yet the attemptedmarriage of the 2 cultures can be difficultto achieve and this can have an adverseeffect on staff moral, and brandperformance19AOT - www.tharakadias.com
  20. 20. • What someone must do• What they can get away with not doing• What they must never doAudit currentculture• Serving the client comes firstDefine desired• Serving the client comes first• Individualism• Technical excellence and high professional standards• IntegrityDefine desiredculture• Passionate about working with client to deliver exceptional value• People flourish and realize their full potential• Continuously extends the frontiers of its shared knowledgeImplementchange to achievedesired culture20AOT - www.tharakadias.com
  21. 21. 01. Building commitment amongst leaders to enable them to become effective rolemodels02. Personal and team development material to help people receive feedback and workon changing their behavior03. 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 ofthe programme.21AOT - www.tharakadias.com
  22. 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.organizations brands.They are more committed and become loyal employees.The stronger culture provides a basis of a sustainablecompetitive advantage22AOT - www.tharakadias.com
  23. 23. UnderperformanceLeadersFitwithenvironmentGoodleggardsYesterdaysleadersStrength of organizational cultureFitwithenvironmentPoorWeek Strong23AOT - www.tharakadias.com
  24. 24. Long term success oforganizations depends onorganizations depends onsatisfying a coalition ofstakeholders, not just one party24AOT - www.tharakadias.com
  25. 25. ThankyouThankyou25AOT - www.tharakadias.com

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