Culture September 2013

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Half day open training event held in Toronto, Ontario.

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Culture September 2013

  1. 1. All about culture by Toronto Training and HR September 2013
  2. 2. CONTENTS 5-6 Definitions 7-8 Primary characteristics of organizational culture 9-10 Traits of organizational culture 11-13 Elements of organizational culture 14-17 Dimensions of organizational culture 18-19 Strengthening organizational culture 20-24 Types of culture 25-26 What does culture look like? 27-28 Influences on culture 29-30 Cultural differences 31-32 Measuring culture 33-34 Assessing and identifying culture 35-37 Cultural competence 38-39 Performance reviews 40-41 How does ritual communication contribute? 42-43 Applying reward and recognition programs 44-49 Building a healthy culture 50-51 Conclusion 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 10 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 Reducing costs, saving time plus improving employee engagement and morale Services for job seekers
  5. 5. Page 5 Definitions
  6. 6. Definitions • Culture • Corporate culture • Organizational culture Page 6
  7. 7. Page 7 Primary characteristics of organizational culture
  8. 8. Primary characteristics of organizational culture • Innovation and risk taking • Attention to detail • Outcome orientation • People orientation • Team orientation • Aggressiveness • Stability Page 8
  9. 9. Page 9 Traits of organizational culture
  10. 10. Traits of organizational culture • Involvement • Consistency • Adaptability • Mission Page 10
  11. 11. Page 11 Elements of organizational culture
  12. 12. Elements of organizational culture 1 of 2 • Artifacts • Values • Assumptions Page 12
  13. 13. Elements of organizational culture 2 of 2 • Vision • Value • Voice Page 13
  14. 14. Page 14 Dimensions of organizational culture
  15. 15. Dimensions of organizational culture 1 of 3 • Innovation • Stability • Respect for people • Outcome orientation • Attention to detail • Team orientation • Aggressiveness Page 15
  16. 16. Dimensions of organizational culture 2 of 3 • Attitude • Style Page 16
  17. 17. Dimensions of organizational culture 3 of 3 CULTURAL DIMENSIONS THEORY • Power distance • Uncertainty avoidance • Individualism v collectivism • Masculinity v femininity • Long-term v short-term orientation Page 17
  18. 18. Page 18 Strengthening organizational culture
  19. 19. Strengthening organizational culture Page 19
  20. 20. Page 20 Types of culture
  21. 21. Types of culture 1 of 4 • Work hard, play hard • Tough-guy, macho • Process • Bet-the-company Page 21
  22. 22. Types of culture 2 of 4 • Constructive • Passive/defensive • Aggressive/defensive Page 22
  23. 23. Types of culture 3 of 4 • Me • We Page 23
  24. 24. Types of culture 4 of 4 Collaborative (clan) Create (adhocracy) Control (hierarchy) Compete (market) Page 24
  25. 25. Page 25 What does culture look like?
  26. 26. What does culture look like? • Invisible manifestations • Visible manifestations Page 26
  27. 27. Page 27 Influences on culture
  28. 28. Influences on culture • Leadership • Internal influences • External influences Page 28
  29. 29. Page 29 Cultural differences
  30. 30. Cultural differences • Scale • How does Canada compare? • Values Page 30
  31. 31. Page 31 Measuring culture
  32. 32. Measuring culture • Exit interviews • Churn rate • Employee engagement surveys • Internal v external fill rate • Voice of the customer Page 32
  33. 33. Page 33 Assessing and identifying culture
  34. 34. Assessing and identifying culture • Is everyone singing the same chorus? • How do leaders lead? • Who gets to drink from the information reservoir? • Is this an organization based of teams or of stars-and- satellites? • How does an organization evaluate performance? Page 34
  35. 35. Page 35 Cultural competence
  36. 36. Cultural competence 1 of 2 • Definition • Comparison with cultural training Page 36
  37. 37. Cultural competence 2 of 2 Page 37 Desire Awareness Knowledge Skills
  38. 38. Page 38 Performance reviews
  39. 39. Performance reviews • For employees with good numbers and good values • For those with bad numbers and bad values • For those with good values but mediocre numbers • For employees with great numbers but disappointing values Page 39
  40. 40. Page 40 How does ritual communication contribute?
  41. 41. How does ritual communication contribute? • Metaphors • Stories • Rites and ceremonies • Reflexive comments • Fantasy themes Page 41
  42. 42. Page 42 Applying reward and recognition programs
  43. 43. Applying reward and recognition programs • Create an award program for peer recognition of a job well done or for going above and beyond in their work • Produce a monthly or quarterly newsletter • Plan an annual organizational- wide retreat • Host employee outings • Recognize your employee’s family including children and pets Page 43
  44. 44. Page 44 Building a healthy corporate culture
  45. 45. Building a healthy corporate culture 1 of 5 • Trust • Fairness • Respect • Alignment • Communication • Empowerment • Efficient processes • Structure • Self-discipline Page 45
  46. 46. Building a healthy corporate culture 2 of 5 • Total focus on customer satisfaction and quality • Behaviours required from leaders and managers • Quality of life • The job itself • Rewards Page 46
  47. 47. Building a healthy corporate culture 3 of 5 STEPS TO TAKE • Let everyone know the strategic intent • Align values • Put the culture in print • Allow people to express their individuality • Let the culture be bigger than itself • Encourage relationship building Page 47
  48. 48. Building a healthy corporate culture 4 of 5 STEPS TO TAKE (CONTINUED) • Look for ways to reward or recognize people when you catch them doing the right thing Page 48
  49. 49. Building a healthy corporate culture 5 of 5 HOW AND WHAT • How you structure • How and who you hire • What you sat and do • How you performance manage • What you reward • What you develop • How you lead Page 49
  50. 50. Page 50 Conclusion and questions
  51. 51. Page 51 Conclusion and questions Summary Videos Questions

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