Work culture


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Work culture

  2. 2. CULTURE
  3. 3. The World is swiftly moving from anera where Business was the culture toan era where Culture is the Business.
  4. 4. A common set of values, beliefs,attitudes, perceptions and acceptedbehaviors shared by individuals withinan organizationCulture
  5. 5. How Culture is learnedCulture is dynamic process and is learntthrough:Language and symbolsRitualSharing of Culture-
  6. 6. Selected RitualsSELECTED RITUALS TYPICAL ARTIFACTSWedding Red , whiteBirth of child . Savings Bond, silver baby spoonBirthday Card, present, cake with candles50th WeddinganniversaryCatered party, card and gift, display of photos ofthe couple’s life togetherValentine’s Day Candy, card, flowersNew Year’s Eve Champagne, party, fancy dress
  7. 7. Work•Work is the core of life.•Work gives us status and binds us to thesociety.•Work provides fellowship and social life.•Work is an instrument of satisfying our ego.•Work by itself is a reward.•Work and Work Place constitute significant partof individual’s self-identity.•Work Behaviour is a function of the person andthe environment.
  8. 8. Changing Phases of Work•Bible considered work as a punishment for man’ssins.•French , Greek and Roman ‘despised those whoworked’ while ‘glorified those who engaged inspiritual activities’.•Bhagwad Gita views work as a duty without anyconcern for the outcome.•Finally, it came to be seen as the justification forman’s existence.
  9. 9. Work Ethos•Work ethos consists of a set of attitudes andvalue system appropriate for achieving thegoals of the organisation.•Individual interacts with the organisationenvironment, the structured groups, theinformal groups and thereby createsorganisation culture.•Individual behaviour is affected by the culturewhich affects climate of the organisation.
  10. 10. Work Culture• Work culture relates to the perceptions, feelingsand behaviour of people• Culture is the man-made part of the environment.It results in common pattern in people’sbehaviour.• Culture of an organisation can be assessed onthree counts : Tasks(goals), People andProcesses.• Indian Work culture is deeply affected by theBritish culture of work.
  11. 11. The Movement of Cultural MeaningCulturally Constituted WorldCulturally Constituted WorldConsumer GoodsConsumer GoodsIndividual ConsumerIndividual ConsumerGroomingRitualFashionSystemAdvertising/FashionSystemExchangeRitualPossessionRitualDivestmentRitualInstrument of Meaning TransferLocation of Meaning
  12. 12. Culture a force behind - productivity and excellence-commitment makes participation a positiveone.-measured in terms of responsibility, self-discipline, and productive work.ethos: standards, quality, and excellence ofproducts and services.-refers to the sense of “being” a member ofthe collectivity, ‘reinforcing self esteem’ andwork activities;defines loyalty not only to the job but also tothe goals and ends of the company.-ethos: collective responsibility-refers to the sense of “becoming” a memberof the group, generating loyalty, trust, andconfidence. If one is proud of his company, he wouldnot do anything to destroy it.-ethos: group loyalty-refers to sense of “belongingness” to thegroup, involving the structuring of individualstatus and definition of individual role in thecollectivity.-ethos: identity with the ideals and goals ofthe company.COMMITTMENTPRIDEIDENTITYPRODUCTIVEPARTICIPATION
  13. 13. •It creates distinction between one organization& the other.•It conveys a sense of identity for organizationmembers.•It facilitates the generation of commitments tosomething larger than one’s individual self-interest.•It enhances the stability of the social system.WHAT DOES CULTURE DO
  14. 14. Need for new organizational culture• Organizations are restructuring, downsizing andoutsourcing, employee morale has fallen to newdepths.• The unconditional loyalty and dedication ofemployees who looked upon their jobs as careersand their employment as relatively secure isreplaced in many companies with uncertainty .
  15. 15. A new organizational culture must bedeveloped to overcome barriers to changeand renew - an attitude of commitmentand cooperation.
  16. 16. MISSION, VISION VALUESCOMMITMENT AND ATTITUDE-CONCEPTSLeadership is not limitedLeadership is not limitedjust to singular measure ofjust to singular measure ofeffectiveness – it is aeffectiveness – it is amultidimensionalmultidimensionalphenomenon.phenomenon.
  17. 17. Work Culture andMotivation•Conducive work culture creates inner desire - positiveattitude to ensure that people in the organisation contributetheir best.•Need of the hour is to inculcate the feeling of dynamicenvironment where people are self-motivated and rewardsare well-knit with the performance.
  18. 18. Max & Max
  19. 19. • Meet Max– Max is a dog of the finest breeding.– He was rigorously trained to retrieve game at theslightest nod from his owner.– He is slightly motivate to serve his master’sneeds.• Meet Max– Max is talented, amiable, full of energy, and welleducated.– He is anxious to enter the arena of customerservice and make a contribution, and he’sbursting with innovative ideas.
  20. 20. • Meet Mr. Harold– Mr. Harold is an average manager of customerservice for New World Imports.– Service is the byword in his department.– He has some untapped ideas about customer service.• Max and Max– Max and Max both have new opportunities – achance to learn, a chance to show their stuff.– Each comes to learn about limits, though:– stay on the lawn;– get your own job figured out first, then you can startworrying about mine.
  21. 21. VISION,MISSION, VALUES ATTITUDE, ANDCOMMITMENTSimple Secrets ThatGuaranteeYouSuccess!!
  22. 22. VISION• A shared view of the future.• Arrive at common understanding of whatfuture could be• It is the energy and inspiration of short-termgoals and vision which drives the wholesystem.
  23. 23. VISION• Set clear objectives,• Obtain commitment, provide propersupport and work in line with thevision towards achieving the desiredobjectives.
  24. 24. MissionA mission provides the organization with asense of purpose.Without explicit purpose any organization isdoomed to perform its functions without anyspecific direction or goal in mind.
  25. 25. MISSION• An effective mission is articulation of anorganization’s purpose or reason for itsexistence.• Mission is a description of a desired futurestate.• It drives the organization, inspires andmotivate people towards its achievement.• It also provides a basis of setting goals anddirection for decision making.
  26. 26. PURPOSE & VALUESGreat minds have purposes;others have wishes. - W.IrvingPurpose is your vision; It is the driving forcein all accomplishments of greatness.You don’t have to be famousto live a heroic life.
  27. 27. PURPOSE & VALUESAll that’s required is having a goal biggerthan you are.Our Values are the wellspring from whichcomes all that we want in life, everything weseek and search for.Our values are the source of who we think weare.
  28. 28. Spirituality28Create and maintain dynamic, performance-driven cultureNAPINO CULTURE
  29. 29. MISSION“Our mission is to continuouslystrengthen and upgrade ourmanufacturing processes, quality systemsand people competencies to achieve ourVision.”Empowerment &delegationListening ability& willingnessHonoringcommitment,accepting mistakesHarmony & Co-operationOpennessCORE VALUES WITHIN OUR MISSION
  30. 30. Napino core values are:•Openness,•Empowerment & delegation,•Listening ability & willingness,•Honoring commitment,•Harmony & Co-operation.CORE VALUES OF NAPINO
  31. 31. •Promotes high morale, peak performance andhigh productivity.•To bring about a change of work culture,Managers must introspect, create andcommunicate the vision, elicit the desiredresponse and empower people.POSITIVE WORK CULTURE
  32. 32. • Positive work culture means performanceoriented culture.• We need leaders who will have no excuses,internalise the core responsibilities and havetremendous potential.• A large share of the responsibility for change inwork culture lies at the door of management.• The intention for change must come frommanagement.
  33. 33. • POSITIVE WORK CULTURE - promoteshigh morale, peak performance andhigh productivity.• To bring about a change of workculture, Managers must introspect,create and communicate the vision,elicit the desired response andempower people.
  34. 34. • Successful Executives in successful organisationsput people at the heart of Corporate strategies.• People who make great companies haverealised that putting people at the heart ofcorporate strategy means Humanness of theResources.Creating Positive Work Culture
  35. 35. There is something fundamentallydifferent about people, call itemotion, call it a soul.
  36. 36. • Trust and commitmentprove difficult forcompetitors to imitate.• At the heart of the humanside of an organisation arepeople with a soul, feelingsand emotions.
  37. 37. No Company can achieve radicalimprovement in businessperformance without“Revitalising People”
  38. 38. What is “Revitalising People”• Revitalising People entails– Change of Attitude– “Mindset Change”• But can we teach Old hays…new Tricks??
  39. 39. It is observed that:• Some Individuals with the same attitude andpersonality traits, can behave differently withdifferent context.• To change the behavior, the context has to bechanged.
  40. 40. What does the Organisation want fromit’s People?• The Organisation wants it’s People to:– Collaborate– Share– Help each other– Feel a sense of commitment– Take initiative– Learn continuously– Bring benefits of learning– Support company success
  41. 41. Overall, the point is simple: Ifyou wish to see Initiative,Collaboration, Commitment andLearning, the Challenge is toChange/ Create the right“Smell of the Place” -Culture
  42. 42. Potential dysfunctional aspects of culture• Barriers to change• Barriers of diversity• Barriers to acquisitionsCULTURE AS LIABILITY
  43. 43. GLOBAL MANAGERAccording to Andrew Kakabadse:• There are two views about global managera. Global manager is a managerb. They are entirely different breed of executivesThe stronger view is they are different breed of executivesWhat make a GLOBAL MANAGER exceptional -that he can thinkacross the cultural boundaries.
  45. 45. LEADERSHIP
  46. 46. No creature can fly with just one wing• Gifted leadership occurs where heart & head- feelings and thought - meet
  47. 47. LEADERSHIP
  48. 48. LEADERSHIP• Leaders shape the future and make it happen.• They are the role models for values, ethics andinspiring trust at all levels and at all times.• They develop mission, vision, values and ethics.• They reinforce a culture of innovation, excellenceand involvement.• They ensure that organization is flexible andmanages change effectively.
  49. 49. • Seizing the opportunities for tomorrow.• Raising the aspirations of followers.• Dreaming the impossible and helping followersto achieve.• Making people believe in themselves.• Making people achieve miracles.LEADERSHIP CALLS FOR -
  50. 50. Leadership is Action,Not Position.
  51. 51. Leadership is showing the wayby one’s own example.
  52. 52. The veryessence ofleadership isthat you haveto have Vision.
  53. 53. If your actions inspireothers to dream more,learn more and do more,you are a leader.-- John Quincy Adams
  54. 54. If you lead the people withcorrectness, who will dare not tobe correct.
  55. 55. All his lifetime, Shastri ji was knownfor honesty and humility.His simple lifestyle was reflective ofhis higher state of mind and theunsurpassed spirit of self-sacrifice.
  56. 56. Shastriji propagated -Jai Jawan, Jai KisanHail the soldier, Hail the farmerIf one person gives up one meal in a day, someother person gets his only meal of the day
  58. 58. • Leader is a people’s person, endowed with the gift ofthe communication and a personality that helps himadapt to different cultures in different countries.• Americans have a direct, informal and a conversationalapproach and the Japanese a more indirect and formalstyle when it comes to business communication.• Germans, it’s best to win them with theoreticalconcepts and Americans they’re happy with straightstatements.LEADERSHIP ACROSS CULTURES
  59. 59. •In some companies, cultural understanding is arequirement for all team leaders.• In a global world, cross- cultural training is somethingthat companies cannot do without.•Most European managers tend to reflect moreparticipative and democratic attitudes – but not in everycountry.•Organizational level, company size, and age seem togreatly influence attitudes toward leadership.LEADERSHIP ACROSS CULTURES
  60. 60. • Japan is well known for its paternalistic approach toleadership• Japanese culture promotes a high safety or securityneed, which is present among home country–basedemployees as well as MNC expatriates• Japanese managers have much greater belief in thecapacity of subordinates for leadership and initiative• Younger U.S. managers appear to express moredemocratic attitudes than their older counterpartson all four leadership dimensionsLEADERSHIP ACROSS CULTURES
  61. 61. Role of Attitude•Attitude towards work and life has a role in theformation of the culture of an organisation.•It is possible to influence the attitudes / valuesystem of people through appropriatemodification of the environment.•Interplay of individual’s attitudes andorganisation realities give shape to theorganisation culture.
  62. 62. Your AttitudeDeterminesYourAltitude
  63. 63. “ A young lady waswaiting her flight in theboarding room of a bigairport.
  64. 64. As shewould waitfor manyhours, shedecided tobuy a bookto spend hertime. Shealso boughta packet ofcookies.
  65. 65. She sat down ona airmchair, in theVIP room of theairport, to restand read inpeace.
  66. 66. Beside theairmchair therewas the packetof cookies, aman sat down,opened hismagazine andstarted reading.
  67. 67. When she cought thefirst cookie, the mancought one also.She felt herselfinfuriate but didn’t sayanything. She justthought:“What a nerve! If I wasin the mood I wouldpunch his eye not toforget this daring!”
  68. 68. To each cokkieshe cought, theman cought oneeither.That was lettingher infuriatedbut she couldn’treact.
  69. 69. When remainedonly one cookie,she thought:“ah... What thisabused man willdo now?”Then, the man,divided the lastcookie in themiddle, givingher the half.
  70. 70. Ah! That was too much!She was too much angry!Then, she caught her book, caught her things andheaded to the boarding place.
  71. 71. When she sat downin an armchair,inside the plane,she looked into herpurse to catch hereyeglasses, and, toher surprise, herpacket of cookieswas there,untouched, closed!
  72. 72. She felt somuchashamed!!She realizedthat she wasthe wrongone...She hadforgottenthat hercookieswere keptinto herpurse.
  73. 73. The man divided hiscookies with her,wihtout feelinginfuriated, nervousor mad...
  74. 74. ...while she wasbeen very mad,thinking that hewas dividing hercookies with him.but there was nomore time toexplain herself...Nor toapologizes!”
  75. 75. There are 4 things that u can’t recover...
  76. 76. The stone......after shot!
  77. 77. The word... ......after pronounced!
  78. 78. The occasion...... after lost!
  79. 79. The time......after gone!
  80. 80. { Life is "now"{ Time to do what you want to do is now{ Desire to achieve{ Committment to achieve{ Capacity to get along with others{ Clarity in target/goalsPOSITIVE ATTITUDE
  81. 81. • Our attitude in our personal life speaks volumes ofour performance at work.• It is both an attitude and a skill to succeed at anylevel.• Our best evolves from our heart, not from our eyes.• An emotional response clouds our judgment andcreates guilt.• There is no embarrassment in falling down, butproblem is with not getting up and moving on is LIFE.POSITIVE ATTITUDE
  82. 82. •Look for goodness in people•Build a positive Self Esteem•Avoid Negative Influences•Work on Continuous Self DevelopmentBUILDING POSITIVE ATTITUDE
  84. 84. “Emotional Intelligence Sets ApartGood Leaders”EMOTIONAL INTELLIGENCE
  85. 85. Emotional intelligence is the abilityto sense, understand andeffectively apply the power andacumen of Emotions.
  86. 86. It is with the heart thatone sees rightly. What isessential is invisible tothe eye.
  87. 87. Executive EQ• With high IQ you get hired; with a high IQ youget promoted, with high IQ you can handledaily work routine. With high EQ, you canthrive during times of change.• With high IQ, you can be an efficientprofessional manager. With high EQ youbecome a Great Leader.
  88. 88. • Emotional Intelligence motivates us to pursue ourunique potential and purpose.• Emotions are inherently neither positive nor negativerather emotions are a source of human energy,authenticity and drive.• Emotions keep you honest, with yourself, shapestrusting relationships, provide an inner compass foryour life.EMOTIONAL INTELLIGENCE
  89. 89. EMOTIONAL INTELLIGENCE &INTELLIGENCE QUOTIENT• IQ offers little to explain the different destines of peoplewith roughly equal promises, schooling, and opportunity.• 95 Harvard students from classes of 1940s were followedinto middle age. It was found that the men with thehighest test scores in college were not particularlysuccessful compared to their lower-scoring peers interms of salary, productivity, or status in their own field.They also did not have the greatest life satisfaction norhigh levels of happiness with friendships, family andromantic relationship.
  90. 90. BASIC EMOTIONS• Joy• Surprise• Sadness• Anger• Disgust• Fear
  91. 91. The problem is not with emotionality butwith the appropriateness of emotions andits expression.The challenge is to manage our emotionallife with intelligence.
  92. 92. HANDLING RELATIONSHIPS• The art of relationship is mostly the skill ofmanaging emotions in others.• These are the abilities that enhance popularity,leadership, and interpersonal effectiveness.• People who excel in these skills do well atanything that involves interacting with others andare social stars
  93. 93. EI ADDS VALUE• Helps not to run people down• Assists to build up relations gradually• Prompts to empathizeEI is Sensitive to the Motivation of Others• Develops emotional bondage with people• Count on People and trust them• Respect others convictions and opinions
  94. 94. Managing one’s own EmotionsEI is like a smoke alarm--we’re notgood at influencing whether aparticular emotion will arise. EI tellsus something is arising.
  96. 96. GALLUP SURVEY• It is a feedback system tied to bottom line – salesgrowth, Productivity and Customer Loyalty for theemployees that would identify and measure elements ofworker engagement.• Studies have revealed that:- Employee actively engaged in job role: 29%- Employees not engaged in job role : 54%- Employees disengaged in job role : 17%
  97. 97. Questions Your RatingQ01 I know what is expected of me at work.Q02 I have the materials and equipment to do my work right.Q03 At work, I have the opportunity to do what I do best every day.Q04In the last seven days, I have received recognition or praise for doing goodwork.Q05 My supervisor, or someone at work, seems to care about me as a person.Q06 There is someone at work who encourages my development.Q07 At work, my opinions seem to count.Q08 The mission or purpose of my organization makes me feel my job is important.Q09 My associates or fellow employees are committed to doing quality work.Q10 I have a best friend at work.Q11 In the last six months, someone at work has talked to me about my progress.Q12 This last year, I have had opportunities to learn and grow.Employee Engagement Effectiveness Index(5=Strongly Agree, 4=Agree, 3= Neither Agree nor Disagree, 2=Disagree,1=Strongly Disagree)
  99. 99. Questions Your RatingQ01 My manager/supervisor demonstrates competence in his or her job.Q02 My manager/supervisor treats everyone fairly (i.e., plays no favorites).Q03 My manager/supervisor creates a motivating and supportive work climate.Q04My manager/supervisor represents my needs, ideas and suggestions to his/hermanager.Q05My manager/supervisor takes an interest in my professional growth anddevelopment.Q06My manager/supervisor involves me in decision making, problem solving andplanning processes.Q07 My manager/supervisor creates a high performance and collaborative work team.Q08I have the opportunity to interact with Management above my immediatesupervisor.Leadership Effectiveness Index(5=Strongly Agree, 4=Agree, 3= Neither Agree nor Disagree, 2=Disagree, 1=Strongly Disagree)
  100. 100. The score of Great Workplace Award should have min. score 4.5At the same time your engagement is very high to the company.RESULTEMPLOYEMENT ENGAGEMENT SURVEYLEADERSHIP SURVEYThe Great Manager should have minimum score 4.5
  101. 101. • Cultural Orientation IndicatorIt helps us to understand work style preferences acrosshuman dimensions.• TimeHow individuals perceive time, view action and interaction.• CommunicationIndividuals are direct or indirect, formal or informal in theircommunication style.• SpaceCertain cultures have a closely guarded private and publicspace approach.• PowerWestern cultures usually value equality while Asian culturesare associated with hierarchy.
  102. 102. • CompetitivenessIn some cultures the emphasis is on cooperating with otherswhile in others competition drives people to get ahead.• StructureHow cultures approach change or are pre-disposed toflexibility.• Thinking• Some cultures prefer anecdotal examples while othersfavour theoretical concepts.• Different Indian companies have different approaches whenit comes to meeting the challenge of sending theiremployees to work in a new, multi-cultural environment.