Culture April 2014

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Half day training event on organizational culture held in Toronto, Canada

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Culture April 2014

  1. 1. Cultural issues by Toronto Training and HR April 2014
  2. 2. CONTENTS 3-4 Introduction 5-6 Definition 7-8 Key activities 9-10 Measuring culture 11-13 Cultural profile 14-15 Tight and loose cultures 16-17 High versus low context cultures 18-19 Culturally determining fit 20-21 Appreciative inquiry 22-23 Cultural distance 24-25 Multicultural identity dimensions 26-27 East v West leadership 28-29 Internal conflict 30-31 Post merger priorities 32-33 Creating a new culture 34-35 Antecedents of cultural identity 36-37 The cultural web 38-39 What do culture-savvy leaders do? 40-41 Generating a culture of blameless error 42-43 Creating an effective learning & development culture 44-45 Performance and values 46-48 Building a strong performance-based culture 49-50 Conclusion, summary and questions Page 2
  3. 3. Page 3 Introduction
  4. 4. Page 4 Introduction to Toronto Training and HR Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 15 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale Services for job seekers
  5. 5. Page 5 Definition
  6. 6. Definition • What is culture? Page 6
  7. 7. Page 7 Key activities
  8. 8. Key activities • Organizational clarity • Sharing stories • Recognizing contributions • Celebrating successes Page 8
  9. 9. Page 9 Measuring culture
  10. 10. Measuring culture • Performance • Values Page 10
  11. 11. Page 11 Cultural profile
  12. 12. Cultural profile 1 of 2 Page 12 Collaborate Create Control Compete
  13. 13. Cultural profile 2 of 2 • Dominant characteristics • Organizational leadership • Management of employees • Organization glue • Strategic emphasis • Criteria for success Page 13
  14. 14. Page 14 Tight and loose cultures
  15. 15. Tight and loose cultures • Tight culture • Loose culture Page 15
  16. 16. Page 16 High versus low context cultures
  17. 17. High versus low context cultures • High context culture • Low context culture Page 17
  18. 18. Page 18 Culturally determining fit
  19. 19. Culturally determining fit • Brand identity • Reputation and relationships • Communication Page 19
  20. 20. Page 20 Appreciative inquiry
  21. 21. Appreciative inquiry • Discovery • Dream • Design • Destiny Page 21
  22. 22. Page 22 Cultural distance
  23. 23. Cultural distance • High cultural distance • Low cultural distance Page 23
  24. 24. Page 24 Multicultural identity dimensions
  25. 25. Multicultural identity dimensions • Aggregating • Compartmentalizing • Hybridizing • Prioritizing Page 25
  26. 26. Page 26 East v West-leadership
  27. 27. East v West- leadership • Balancing individualism with collectivism • Blending results with personal empowerment • Influencing remotely and cross-culturally • Transparency and a focus on action Page 27
  28. 28. Page 28 Internal conflict
  29. 29. Internal conflict • Value discrepancy • Routine discrepancy • Experienced illegitimacy • Experienced awkwardness • Deep conflict • Ambivalence • Authenticity Page 29
  30. 30. Page 30 Post-merger priorities
  31. 31. Post-merger priorities • Communication • Lay-offs • Contract review and new negotiations Page 31
  32. 32. Page 32 Creating a new culture
  33. 33. Creating a new culture • Vision • Purpose • Business model • Unique/wow factors • Values Page 33
  34. 34. Page 34 Antecedents of cultural identity
  35. 35. Antecedents of cultural identity • Personal history • Current context • Cultural content Page 35
  36. 36. Page 36 The cultural web
  37. 37. The cultural web • What is the cultural web? • The integration perspective • The differentiation perspective • The fragmentation perspective Page 37
  38. 38. Page 38 What do culture-savvy leaders do?
  39. 39. What do culture-savvy leaders do? • Act • Create • Align Page 39
  40. 40. Page 40 Generating a culture of blameless error
  41. 41. Generating a culture of blameless error • Stay objective • Determine what happened • Ask for suggestions • Use employee suggestions • Agree on the suggestion together • Follow-up Page 41
  42. 42. Page 42 Creating an effective learning & development culture
  43. 43. Creating an effective learning & development culture • Vision • Values • Alignment • People • Execution • Learning Page 43
  44. 44. Page 44 Performance and values
  45. 45. Performance and values Page 45 HIGH PERFORMANCE High performance Low values High performance High values LOW PERFORMANCE Low performance Low values Low performance High values LOW VALUES HIGH VALUES
  46. 46. Page 46 Building a strong performance-based culture
  47. 47. Building a strong performance- based culture 1 of 2 • Ensure you have a meaningful and relevant vision, mission and values • Ensure active (ongoing) communication • Practice active inquiry • Identify what your need your culture to be • Based on survey findings, identify key actions to help bridge the gap between now and then Page 47
  48. 48. Building a strong performance- based culture 2 of 2 • Communicate this to members of the organization • Demonstrate commitment by action in addressing findings from the surveys • Use developmental tools to strengthen key components that contribute to culture Page 48
  49. 49. Page 49 Conclusion, summary and questions
  50. 50. Page 50 Conclusion, summary and questions Conclusion Summary Videos Questions

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