The creation and maintenance of corporate culture is discussed with a strong emphasis on spiritual interdependency and how it affects the current workplace.
And while spiritualism is emphasized, values are clearly the building blocks of culture itself.
They say Culture eats Strategy for breakfast. This is true because the biggest leadership challenge to improving an organisation's internal environment is culture. Without a supportive culture even the most brilliant strategy will not get implemented successfully. Without cultural allignment to changing landscape, at best you will get compliance and with it stress, dysfunctional waste and entropy.
Leveraging corporate culture for competitive advantage internal communicationsBolaji Okusaga
There is a need to align internal communications with the external in order to properly align corporate strategy with operational strategy. A good internal communication system helps to build the right culture for attainig strategic objectives.
Learn 6 critical steps to successfully inspiring corporate culture change.
These are the steps I have identified as being necessary during major LEAN implementations and can provide a meaningful path to any major change within your company.
The accompanying blog post for this presentation can be found by visiting:
https://www.lisamachos.com/single-post/2016/1/28/6-Steps-to-Successfully-Inspire-Corporate-Culture-Change
Corporate Culture Presentation 2 24 11Cindy Gordon
How succinctly do your actions, strategies and communications depict your intended corporate culture? How clear are your mission, vision and values? Are all members of your organization acting in accordance with your values? Do you monitor the impact your culture is having on your employees, customers and potential customers?
Your corporate culture is the foundation of your company - the message of who you are, what you stand for and what makes you unique from your competitors. Because of its significance, it is vital that your culture impacts its audience as intended.
This presentation will offer an increased understanding and awareness of:
- The importance of having a codified corporate culture;
- The significance of having business strategies that supports your corporate culture;
- The difference between an authentic culture and a marketing-based culture;
- How your corporate culture is perceived by others;
- The "unsaid rules" in your organization that are really formulating your corporate culture.
They say Culture eats Strategy for breakfast. This is true because the biggest leadership challenge to improving an organisation's internal environment is culture. Without a supportive culture even the most brilliant strategy will not get implemented successfully. Without cultural allignment to changing landscape, at best you will get compliance and with it stress, dysfunctional waste and entropy.
Leveraging corporate culture for competitive advantage internal communicationsBolaji Okusaga
There is a need to align internal communications with the external in order to properly align corporate strategy with operational strategy. A good internal communication system helps to build the right culture for attainig strategic objectives.
Learn 6 critical steps to successfully inspiring corporate culture change.
These are the steps I have identified as being necessary during major LEAN implementations and can provide a meaningful path to any major change within your company.
The accompanying blog post for this presentation can be found by visiting:
https://www.lisamachos.com/single-post/2016/1/28/6-Steps-to-Successfully-Inspire-Corporate-Culture-Change
Corporate Culture Presentation 2 24 11Cindy Gordon
How succinctly do your actions, strategies and communications depict your intended corporate culture? How clear are your mission, vision and values? Are all members of your organization acting in accordance with your values? Do you monitor the impact your culture is having on your employees, customers and potential customers?
Your corporate culture is the foundation of your company - the message of who you are, what you stand for and what makes you unique from your competitors. Because of its significance, it is vital that your culture impacts its audience as intended.
This presentation will offer an increased understanding and awareness of:
- The importance of having a codified corporate culture;
- The significance of having business strategies that supports your corporate culture;
- The difference between an authentic culture and a marketing-based culture;
- How your corporate culture is perceived by others;
- The "unsaid rules" in your organization that are really formulating your corporate culture.
Organizational Context: Design and Culture Chap#3 of Organizational Behavior ...Syeda Tooba Saleem
-Good Information related Organizational Design and Culture.
-Types of Organizational Designs
-Characteristics of Culture and many more other things are included in it..
A Critical Analysis of Mainstream Assessment Models in a Cross-Cultural ContextEY
This white paper compares the major cross-cultural models and their usability in a business context. There are several models to choose from, but our research and work with clients in the field indicates that the Universal Consensus Business Model of Intercultural Analysis (BMIA™) has among the strongest applicability for enhancing global business performance.
Organizational life cycle:
Organizational Birth,
Population Ecology Model of Organizational Birth, The Institutional Theory of Organizational Growth, Greiner’s Model of Organizational Growth,
Organizational Decline and Death,
Weitzel and Jonsson’s Model of Organizational Decline
Organizational Context: Design and Culture Chap#3 of Organizational Behavior ...Syeda Tooba Saleem
-Good Information related Organizational Design and Culture.
-Types of Organizational Designs
-Characteristics of Culture and many more other things are included in it..
A Critical Analysis of Mainstream Assessment Models in a Cross-Cultural ContextEY
This white paper compares the major cross-cultural models and their usability in a business context. There are several models to choose from, but our research and work with clients in the field indicates that the Universal Consensus Business Model of Intercultural Analysis (BMIA™) has among the strongest applicability for enhancing global business performance.
Organizational life cycle:
Organizational Birth,
Population Ecology Model of Organizational Birth, The Institutional Theory of Organizational Growth, Greiner’s Model of Organizational Growth,
Organizational Decline and Death,
Weitzel and Jonsson’s Model of Organizational Decline
“Building a culture of collaboration and innovation” explains the key factors and strategies to drive cultural change throughout the stakeholder system in order to foster collaboration and innovation in the destination, as these are crucial to the success of Tourism 3.0.
ImaginativeHR's e-bulletins explore what's new and innovative in HR and talent management.
We are delighted to include you in the distribution of the December 2015 ImaginativeHR e-bulletin.
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“The fact is, culture eats strategy for lunch. You can have a good strategy in place, but if you don’t have the culture and the enabling systems that allow you to successfully implement that strategy, the culture of the organization will defeat the strategy.” Richard Clark, CEO of Merck (2005 – 2010)
In a study conducted by Bain Consulting in 2008, 91% of the 1200 senior executives at global companies agreed that “culture is as important as strategy for business success”. It further revealed that 81% of executives agreed that “a company without a winning culture was doomed to mediocrity.” In a more recent study by Booz and Company in 2013 , 96% of the 2200 respondents agreed that “culture change is needed in their organisation” while 51% agree “that their culture needs a major overhaul”.
These are startling numbers. If organisational culture is so important, why is it not one of the top items on the agenda?
In the second of this 6 part Change Management series, we outlined the importance of communicating your change and actively engaging your stakeholders.
In this article, we discuss the importance of designing and building a culture that supports your vision.
In times like these it is more important than ever to get the most out of our investment in HR Capital. Taking different cultural backgrounds into account will increase motivation, reduce turnover, and help keep your best people.
Managers can be more effective in coping with the global economic crisis if they simplify the way they manage their staff, taking into account the different cultural backgrounds of their team members and the different cultures in which their business operates. Global practices need to be adapted to local cultural values to increase efficiency.
As people engage in more international travel and become more famili.pdfferoz544
As people engage in more international travel and become more familiar with other countries,
will cultural difference decline as a roadblock to international understanding or will the continue
to be a major barrier? Defend your answer. Why are multinational enterprises getting involved in
corporate social responsibility and sustainable business practices? Are they displaying a sense of
social responsibility or it is merely a matter of good business, or both?
Solution
Multinational and cross-cultural teams are likewise becoming ever more common, meaning
businesses can benefit from an increasingly diverse knowledge base and new, insightful
approaches to business problems. However, along with the benefits of insight and expertise,
global organizations also face potential stumbling blocks when it comes to culture and
international business.
While there are a number of ways to define culture, put simply it is a set of common and
accepted norms shared by a society. But in an international business context, what is common
and accepted for a professional from one country, could be very different for a colleague from
overseas. Recognizing and understanding how culture affectsinternational business in three core
areas: communication, etiquette, and organizational hierarchy can help you to avoid
misunderstandings with colleagues and clients from abroad and excel in a globalized business
environment.
1. Communication
Effective communication is essential to the success of any business venture, but it is particularly
critical when there is a real risk of your message getting “lost in translation.” In many
international companies, English is the de facto language of business. But more than just the
language you speak, it’s how you convey your message that’s important. For instance, while the
Finns may value directness and brevity, professionals from India can be more indirect and
nuanced in their communication. Moreover, while fluent English might give you a professional
boost globally, understanding the importance of subtle non-verbal communication between
cultures can be equally crucial in international business.
What might be commonplace in your culture — be it a firm handshake, making direct eye
contact, or kiss on the cheek — could be unusual or even offensive to a foreign colleague or
client. Where possible, do your research in advance of professional interactions with individuals
from a different culture. Remember to be perceptive to body language, and when in doubt, ask.
While navigating cross-cultural communication can be a challenge, approaching cultural
differences with sensitivity, openness, and curiosity can help to put everyone at ease.
2. Workplace etiquette
Different approaches to professional communication are just one of the innumerable differences
in workplace norms from around the world. CT Business Travel has put together a useful
infographic for a quick reference of cultural differences in business etiquette globally.
For instance, the.
The Green Buffalo Hemp Institute is a training and development farm (and processing warehouse) designed to co-create career opportunities through an entrepreneurial hemp farming-franchisee program.
• The public believes that welfare is anti-work and anti-family.
• Polls show that the public wants welfare reform in ways that don’t penalize children.
• Welfare recipients find the system demoralizing; most would prefer to work.
• Experts note that welfare has done little to stem the growth of poverty among children.
• Welfare benefits are insufficient to move a family above the poverty line.
The closing of all Clark County High School Campuses has created food facility constraints and school-wide logistical constraints on the subject property...
The variables involved in attaining an independent restaurant liquor license in Clark County, seem rather daunting.
From the process in reaching the licensing committee to the decision freedoms the committee has by legal right. Each step in the process is a barrier to entry and that does not include the fees involved.
So, why is it difficult to attain a liquor license and
who does the process benefit?
Throughout my short time on this planet I have run into several sexual harassment plights. From my manager being fired to my brother being accused, arrested, and finally acquitted. This topic has hit close to home...
The proverbial ‘location is golden’ phrase in the restaurant business still remains a constant force in site selection and something to be reckoned with...
How to begin and maintain excellent long-term relationships with the suppliers involved in a new independent restaurant concept.
The emphasis is on long-term because an exceptional first impression goes a long way in maintaining an excellent long-term relationship.
Branding has become a key word in the successful business world today. The simple basis for the success of branding being consumer trust.
The consumer trusts a name brand for many reasons and whether that trust is based on fact is irrelevant to the short-term financial prowess of branding itself. And that is where a danger sign should arise.
We will be using a build-up approach for forecasting revenue based upon an analysis of the direct competition’s restaurant activity.
The build-up approach uses a competitive index where the patrons per week at each meal period is divided by the number of seats available.
This competitive index indicates the restaurant’s productivity and popularity by representing the number of patrons served per seat in one week.
To help forecast daily covers, I have chosen to use historical data from six different independent variables:
- Daily Visitors
- Daily Convention Attendance
- Daily Air Traffic
- Daily Southern California
- Automobile Traffic
- Projected Daily Advertising Dollars Spent
For the purposes of this paper, service will be a synonym for the product of the Hospitality industry.
The relation of service to the hospitality industry does not necessarily mean that this paper has a limited scope.
Service expectations and how they are formed can be related to the entire field business and humanistic interaction.
This study consists of two parts:
The first part is a 1994 financial statement analysis which analyzes the Outback and their operation, the dinner house industry, the direct competition, and the Outback’s financial strength with direct competition and industry average comparatives.
The second part takes that information and identifies a problem while considering the strengths, weaknesses, opportunities, and threats as well as analyzing the stakeholders and the industry in general.
And ends with strategy generations, evaluations and a final recommendation on the strategies.
This is the public presentation for a crowdfunder.com capital raising. Please go to https://www.crowdfunder.com/zion for more in depth investor information.
In success, I realize it’s often ‘the journey’ that counts. In failure, I realize it’s often the ‘anticipation of the reward’ that motivated me to make the effort.
This is the public presentation for a crowdfunder.com capital raising. Please go to https://www.crowdfunder.com/lunais for more in depth investor information.
This is the public presentation for a crowdfunder.com capital raising. Please goto https://www.crowdfunder.com/luvrulesdotcom for more in depth investor information.
This is the public presentation for a crowdfunder.com capital raising. Please goto https://www.crowdfunder.com/masterplan for more in depth investor information.
This is the public presentation for a crowdfunder.com capital raising. Please goto https://www.crowdfunder.com/casino for more in depth investor information.
More from Infinity Hospitality & Entertainment International (20)
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
3. 3
ABSTRACT
The creation and maintenance of corporate culture is discussed with a strong emphasis
on spiritual interdependency and how it affects the current workplace. While
spiritualism is emphasized, values are clearly the building blocks of culture itself.
And in discussing values, a closer look at leadership, an analysis of the term innovation,
and the dissection of cross-cultural barriers, is necessary. In discussing these elements,
and their relationship to corporate culture, the ever-evolving intricacies of technology
are introduced.
Finally, a detailed discussion of employee retention, and employee selection, leads the
reader to the benefits of creating and maintaining a holistic, and humanistic, corporate
culture.
4. 4
CREATING & MAINTAINING CORPORATE CULTURE
INTRODUCTION
“We are so busy moving people around, trying to meet our deadlines, trying to
influence people to believe in what we are doing, that we just don’t want to look into
anybody’s eyes and see that they have souls. We should start with the premise that we
have souls. But souls are difficult to lead. And even if we talked about people having
souls, it would probably be from a corporate viewpoint. Not that a corporate viewpoint
is inherently bad, but that in the context of the current workplace, soul could easily be
made into a slogan.” (Briskin, 1998)
The new ‘corporate spiritualism’ is the idea that corporations are equally concerned
about the bottom line and about nurturing their employees’ well being. Today the
premium is on innovation and creativity, and corporations cannot legislate innovation
and creativity like we legislated the industrial age. If corporations create a culture in
which people feel alienated, and only do what is required of them, then the business
won’t get impassioned people with the necessary entrepreneurial ethic. Great co-
workers are nurtured by affiliation to the corporate culture; and the foundation of
values upon which the corporate culture is built. And all of this is a product of the
progressive leadership approaches that we are associating to spiritually interdependent
corporate culture. (Cole, 1998)
When creating a culture for organizations one must not see the culture as some ’other’
thing in the business. Similar to a Human Resources Department making itself a ‘warm
fuzzy’ for employees. The corporate culture should be everything one does as a
5. 5
business. How one solves problems, builds products and works in teams. Even how
one leads. A corporate culture must be just that, the culture of the business, to be truly
effective. (Morgan, 1998)
CORPORATE CULTURE
Culture can be defined as the collective beliefs, values and approaches that are shared
among all levels of an organization; or what people do when no one is looking. A
positive culture instills in its employees values that commit both employees and
customers to the organization’s financial goals while leading to innovation and
productivity; both key drivers of profitability. (Garmager & Shemmer, 1998)
For example, Fortune’s 1997 Most Admired Companies key priorities were: teamwork,
customer focus, fair treatment of employees, initiative, and innovation (Fortune, 1998). Given
Southwest Airline’s Mission statement, “employees will be provided the same concern,
respect and caring attitude within the organization that they are expected to share
externally with every customer”, the importance of culture is apparent. (Garmager &
Shemmer, 1998)
On the other side of this Corporate Culture revolution is a privately held chemical
company called PQ Corporation. PQ faces new challenges as it tries to maintain its
corporate culture, particularly the ethical concerns of its Quaker founders, in a faster-
paced world. For PQ, the process of reconciling a bygone age with new demands has
included increased reliance on professional, rather than family, leadership. (Gibson,
1989)
6. 6
These necessary changes of our times directly affect the corporate culture. These
necessary changes, particularly in human resources, should come about by evolution,
not revolution (Chambeau & Gridley, 1988).
Professor Killman, from the University of Pittsburgh, suggests using five tracks in the
prescribed order. The first three tracks, CULTURE, LEADERSHIP-SKILLS, AND TEAM -
BUILDING, adjust the behavioral infrastructure of the organization; the blood and guts of
how people behave toward one another on the job. The last two tracks; STRATEGY-
STRUCTURE AND REWARD-SYSTEM, adjust the organization's tangible features; the
documents, technologies, systems, and resources that guide people's behavior toward
an agreed-upon mission. Without first developing an adaptive inner organization, any
adjustments to the outer organization would be cosmetic and, therefore, short-lived.
(Killman, 1989)
When developing a corporate culture one should take it in steps. This will make it
easier when applying a long-term strategy.
The first step is to Benchmark. Benchmarking is developing a plan that spells out the
culture and/or the cultural changes needed in the company. It is wise to do research on
other companies.
The second step is to Write it Down. By comprehensively documenting with definitions
and examples what the culture is about, you guarantee yourself a clear and defined
focus that everyone can understand. It must be updated on a regular basis.
7. 7
The third step is to Link it to the Business. Culture is everything. The culture must touch
common points across key operating concepts.
The forth step is to Educate from the Top Down. If the executives aren’t in, it won’t work.
The fifth step is to Measure It. One must be able to quantify the results to make it an
effective tool of measurement. And by making it measurable the culture can be
evaluated in its overall effectiveness.
The final step is to Change It. Adjust the culture until it works, while continually
evaluating effectiveness. (Morgan, 1998)
An important note in this age of merger’s and acquisitions is to realize that a culture
must tie together distant places and different styles. One can’t have, and shouldn’t
want, a cookie-cutter culture, but a strong culture can and should provide a common
language, common goals and a common way of doing business. (Morgan, 1998)
CROSS-CULTURAL BARRIERS & ADAPTATION
Leaders must be sensitive to the culture of their target market. Unfortunately, little
research exists on the interaction of culture and services. However, there are some
broad cultural distinctions that help leaders understand how to implement successful
service strategies. One such distinction is the sociologists' concept of "high-context" and
"low-context" cultures. (Goodwin & Elliot, 1995)
8. 8
High-context cultures are those in which interactions between people are influenced
more by nonverbal cues than by verbal communication. There is no need to ask for
explicit information because cues for understanding are expected to be noted by the
listener. Personal relationships must be well established before extensive interaction
can take place. The members of the group share common values and are likely to be
part of a close-knit social group. Task completion is not as important as maintaining
personal relationships, and group welfare. China, India, Japan, and Brazil are examples
of high-context cultures. (Goodwin & Elliot, 1995)
Low-context cultures rely primarily on explicit verbal communication; nonverbal cues
are much less important. What is said is what is meant, whereas in high-context
societies, what is said is only partially what is meant.
Low-context cultures are more diverse, with differing social values, expectations, and
attitudes. Completing a task successfully is more important than developing close
interpersonal relationships and does not depend on particular relationships.
The U.S. and Canada are good examples of low-context cultures, along with the
northern European area such as Germany and the Scandinavian countries. The social
aspect of commercial relationships is de-emphasized, and there is more reliance on legal
mechanisms and formal business procedures. A low-context approach reduces the
amount of time needed to negotiate business deals, since it is less necessary to carefully
evaluate the integrity and trustworthiness of the potential business partner. (Goodwin
& Elliot, 1995)
9. 9
“Being a pioneer in a high-context culture hasn’t been easy for Patagonia. The outdoor
clothing manufacturer has one Japanese female leader in their headquarters located in
Japan. She was having a difficult time because her male co-workers were looking down
on her when she brought in her daughter while she worked.” (Soloman, 1998)
The leadership must take full responsibility for the successful execution of the corporate
culture initiative. And history has shown us that most improvement efforts are led by
various staff groups (human resources, personnel, industrial relations, or employee
relations), and a completely integrated program for long-term organizational success
should be led by line management; and preferably by top management. With top
management behind the change, the resources needed to conduct the whole program
are more likely to be forthcoming. Moreover, with top management leading the charge,
top priority will be assigned to the improvement effort in spite of all the pressures to
concentrate on the here-and-now business problems and operational issues. (Killman,
1989)
LEADERSHIP
A leader is a coach, a team player and a person who empowers employees giving them
the freedom to determine the best way to accomplish their work. As Jack Welch, CEO
of GE states, “anyone who is in a position of managing people is expected to be a
leader, but very few managers understand what it takes to be a good leader”.
(Garmager & Shemmer, 1998)
10. 10
Jack Welch of GE also states, “leadership requires speed, simplicity, and self-
confidence.” This is similar to General George Patton’s quote that says, “War is a very
simple thing, and the determining characteristics are self-confidence, speed, and
audacity.”
Jack Welch and General Patton have much in common. Both leadership styles have
incurred a high cost to human life. In fact, Jack Welch has been known to be unethical,
overcharging defense contracts, and immoral. However, there is no doubt he has made
a ton of money for GE. The question must be asked however, “Is there a better way?”
(O’toole, 1996).
Dr. Goll of the University of Nevada Las Vegas uses a model to define what it takes to
be a good leader:
Understand the Situation (Empathetically)
Upon entering any situation, the leader must strive to understand the situation from the
other parties perspective (empathetically). Only then can we take a leadership role. In
other words, only when we understand the situation empathetically can we help others
help themselves.
11. 11
Leadership by Values
Values
Norms
Goals
Roles
Status
positive/negative Organizational Culture
(figure 1. Leadership by Values Action Triad)
The action triad above illustrates the intellectual tool named Leadership by Values.
Leadership by Values (LBV), if used effectively, will clarify the reasons the organization
exists. Effective use of the tool means a consistency among the elements contained
within the tool. In other words, values (the why) should shape a corporation’s
measurable and achievable goals, while the norms (the how) enhance and protect the
values of the organization.
If the action triad is positively consistent, then the roles (expected behavior) and status
(how well the role is played) are carried out in the correct manner and we create a
positive organizational culture. If inconsistent, the values become garbled and we end up
with a negative organizational culture.
12. 12
Balanced Leadership
Balanced leadership is based upon two premises. One is that any strength carried to an
extreme has the potential to become a weakness. The other is that leadership must be
more responsive to the needs of the employee.
(figure 2. Balanced Leadership)
The figure above illustrates balanced leadership by showing the two extremes points
represented at either end of the perfect bell curve. The model has both a positive or a
negative because any strength carried to an extreme has the potential for becoming a
weakness. It also represents that there are two points of extremes and that the balance
approach is the best approach.
The arrow represents a pendulum which should swing to where the need is greatest.
This represents the second premise that leadership must be more responsive to the
needs of the employee.
+/- +/-
13. 13
System Mentality
A system mentality simply defines that a system is a series of interrelated and
interdependent parts, which work together to make up a whole. In essence, each part
affects the whole, and one part cannot operate effectively, and efficiently, without the
other. The system mentality concentrates on the fact that what one does to one part of
the system, has the potential for affecting the other parts of the system, in either a
positive or negative manner. The leader will realize this.
In summary, when entering any situation one must understand the situation
empathetically (UTS-E) upon which the understanding is underlined by the values of
the organization’s as well as your own values (LBV). Upon evaluation, the pendulum
swings to the greatest need where a balance occurs (BL). The action then has an affect
on the entire organization (SM).
The Chinese philosopher Lao-tzu, who was born some six hundred years before Christ,
said it best:
A leader is best when people barely know that he exists. Not so good when people obey and
acclaim him. Worst when they despise him. Fail to honor people, they fail to honor you. But of
a good leader, who talks little, when his work is done, his aim fulfilled, they will all say, “We did
this ourselves.” (O’toole, 1996)
As Lao-tzu implies, the leaders most important task is in the creation of learning
cultures, “we did this ourselves” – contexts in which employees can explore,
14. 14
experiment in the margins, extend capabilities, and anticipate customers’ latent needs
(Barrett, 1995).
This type of organizational learning is motivated not by performance problems or
crises, but by provocative information, market diversity, and the desire to seize
opportunities. Such proactive learning is driven by forces that inspire rather than
threaten leaders to act. Having a diverse array of markets or customers, for example,
may alert leaders to potentially superior ways of competing. (Miller & Chen, 1994)
As shown throughout the study of high performance organizations, leaders find
themselves experimenting with their companies’ social architecture in an effort to foster
innovation and learning (Barrett, 1995). This leads us to the discussion of innovation.
What is it?
INNOVATION
Innovation requires the ability to identify a “gap in the marketplace” and the
subsequent strategizing that leads to a new product, a new organization or a new
customer. (Garmager & Shemmer, 1998)
The successful corporations of the future will govern themselves in new ways. They
will create corporate cultures that allow employees to be the stewards or caretakers of
their organizations, rather than being merely the managed masses. The ways in which
organizations will be governed will depend more on core work teams than on top-
down management. These far-reaching reforms are our best hope for democracy to
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thrive in organizations and allow individuals to live out their spiritual and ethical
values while attaining economic success. (Laabs, 1993)
The push for innovation requires a different kind of learning, one that goes beyond
adapting to challenges and solving problems and instead focuses on imagining
possibilities, on generating new ways of looking at the world. The idea of an
‘appreciative learning culture’, is ultimately the only realistic culture which will allow
its members to continually learn and experiment, think systematically, question their
assumptions and mental models, engage in meaningful dialogue and create visions that
energize action. (Barrett, 1995)
The spiritual corporate culture, of which innovation is so intertwined, begs the question; how
does technology fit in?
TECHNOLOGY AND CORPORATE CULTURE
The era of the virtual corporation is upon us. The scattered work and workers are no
longer confined to steel and concrete towers or sprawling complexes, but strung around
the world like so many Christmas lights, linked--or is it bound--by technology. (Barlyn
& Smith, 1999)
Video teleconferencing, a now common technology, is used to train employees on new
performance management systems and also used for interviews through
teleconferencing. Patagonia’s Terri Wolfe interviews all leadership candidates through
teleconferencing for an initial screening to see if they fit the corporate culture by asking
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them there management philosophies, their environmental beliefs and their personal
interests. If they aren’t energetic about the environment or they lie about being an avid
back-country snow boarder, then they don’t get the job. (Soloman, 1998)
The live broadcast of a business television program is another use of technology to
maintain and create corporate culture. The New England is a company that uses a
television program to update and analyze the current financial markets and their effect
on The New England's insurance products to the company's agents and representatives.
The broadcast, from the studios of Convergent Media Systems in Littleton,
Massachusetts, is one of the ways that The New England keeps in touch with
salespeople and agents gathered at 54 satellite receiving sites around the country. The
program, and others like it, keeps them informed about market trends, new product
offerings, and everyday corporate news and announcements.
The New England is not the only company using such technology Home Depot, Digital
Equipment Corporation, Hewlett-Packard, Federal Express, John Hancock, and Ford
Motor Company are just a few of the companies that are using business TV for
corporate communications, training, new-product introductions, press conferences, and
sales meetings.
The reason? It's an effective and relatively low-cost method for quick, mass
communication to a range of distant sites. And it's a great way to build and maintain
corporate culture in widely-dispersed business organizations. (Keenan, 1995)
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This innovative use of technology creates competitive advantage of helping service
firms establish value niches. Technology can add value by speeding delivery of services,
lowering costs, or providing a greater variety of services. The wise use of technology
may enable a service provider to dominate several niches. However, service
technologies can also trigger negative reactions when introduced in a new context.
Firms must anticipate and shape customer reactions to the technologies they introduce.
(Goodwin & Elliot, 1995)
Wal-Mart Stores, which celebrates its 35th anniversary this year and passed the
watershed $100 billion mark in annual revenues last year, is the most phenomenal
success story in the history of retailing. And information systems are no small part of
the reason for its success.
"Technology is a tool that has enabled us to grow while still remaining centralized in
our decision making," says Randy Mott, Wal-Mart's senior vice president and CIO.
"Without technology, it would have been much more difficult to maintain our corporate
culture on a broad scale." (Fleischer & Failla, 1999)
Yet technology's prowess cannot replace the power of a simple handshake or compete
with the creative energy generated by a roomful of brainstorming scientists, marketing
managers, or production workers. Technology cannot create the corporate culture that
solidifies a globalized business. Leadership has got to be able to inspire and create
loyalty among the employees. (Barlyn & Smith, 1999)
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EMPLOYEE RETENTION & SELECTION
A multifaceted component of creating and maintaining corporate culture is employee
retention and selection. The location of the company, evaluating the whole employee,
the promotion strategy, the incentive program, the amount of fun it is to work at the
company, and most importantly, do they ‘fit’ in with the company, are all factors that
must be considered and developed.
Location, Location, Location
So where's the best there, the place to base a business, or a life? Answering that
question leads to a bigger one. "You have to ask, What is work?" says futurist Robert
Elmore, a partner at Arthur Andersen in Boston. "Work is taking raw materials and
machines and producing a product. Two of the three components of that theory are
changing. The raw materials are changing to ideas, and the machines are changing to
PCs. The only things not changing are the people." (Barlyn & Smith, 1999)
“In today’s tight labor market and rapid growth economy, future profitability may be
limited by a company’s ability to attract and retain highly qualified and motivated
employees.” (Garmager & Shemmer, 1998). In Fortune’s 1997 survey of most admired
companies, “the single best predictor of overall excellence was a company’s ability to
attract, motivate and retain talented people. CEO’s stated that corporate culture was
their most important lever in enhancing this key capability (Fortune, 1998).
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That's why Fortune's 1995 best cities for business are those that best serve the evolving
workplace. As life and work become more intertwined, people will flock to cities that
cater most appealingly to both. (Barlyn & Smith, 1999)
A good example is a company which sells home-style takeout food in locations
nationwide. It could have moved anywhere but chose Golden, Colorado, a few miles
from Denver, in part for its Rocky Mountain lifestyle. Robin Showkeir, who helped
organize the move for Boston Market, reveres the Denver area for the opportunities it
offers her two children. "My kids are mountain-biking and rollerblading. They're on the
cover of Loving Life magazine." (Barlyn & Smith, 1999)
Denver is making strides not as a headquarters site but as an example of a new
phenomenon: the emergence of back office and operations functions into "information
factories." These are operations--claims processing, say--that were once done at
headquarters, or at scattered sites that are now being upgraded and centralized. Denver
is home to customer service centers for Merrill Lynch, Janus, and Invesco. Merrill,
which is constructing a major expansion of its Denver customer-support center, plans to
employ 3,000 people at the location by the year 2000. (Barlyn & Smith, 1999)
The Mile-High City is a perfect example of the clustering effect. "Once the financial
services industry gets started in a community, the community grows itself," says Allen
White, a Merrill senior vice president in charge of real estate. (Barlyn & Smith, 1999)
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The Whole Employee
After location, the personality-based assessment is the next big thing. Human Resource
professionals are discovering that no matter how skilled a job candidate is, it's the less
obvious behavioral competencies like being able to work under pressure and having
strong communication skills that enable employees to grow with an organization
(Caudron, 1997).
Terri Wolfe, who is director of HR for Patagonia outdoor clothing manufacturer,
actively recruits people with diverse interests outside of their job. Whether it’s family
commitments or personal activities, employees openly bring other parts of their lives
into work. Taking time to surf receives the same nod of approval as does taking time
for parent-teacher conferences. Employees are vigilant about protecting the
environment, about recycling and about enjoying work as a part of their lives.
(Soloman, 1998)
Promoting from Within
Patagonia also believes in promoting from within the company to maintain the
corporate culture (Soloman, 1998). The director of Human Resources for US Long
Distance believes promoting from within has been successful for their corporate culture
as well. Within the last year, twenty-three employees have been promoted into
management in the operator- and customer-services departments. Twenty of the
positions were filled internally, and eighteen of them were filled by minorities. "When
you hire from within, you're dealing with a known quantity. It's great for employee
morale and employee relations”. (Sunoo, 1994)
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A testimonial to the promoting from within strategy is Hughes, a regional manager
with CVS, who began at the chain as a part-time crew member while still in college. "I
felt from the beginning that CVS cared about me as an individual," notes Hughes. "As a
college student, being on a first name basis with the store manager, having him take a
genuine interest in what I thought and did and being treated as family made a lasting,
positive impression."
Hughes stayed with CVS after graduation, moving up steadily to district manager in
Philadelphia, then to her current position as regional manager responsible for
operations of all CVS stores on Long Island and the New York City borough of Queens.
She oversees general operations of all the stores, including real estate, human resources
and pharmacy, and is responsible for a total of 65 CVS stores. (Chain Drug Review,
1995)
Incentives
A few employee incentives at Patagonia are the ability to wear sandals, t-shirts and
overalls while working in huge open spaces with plants, windows and ceiling fans.
There are no dividers and no cubicles. There a handball courts, basketball courts,
daycare and an ocean breeze. (Soloman, 1998)
The "carrots" companies are dangling in front of employees include paid time off, gift
certificates, cash, travel, and "adrenaline incentives" such as mountain-biking
adventures and hot-air-balloon rides. Additionally, incentive programs that offer
22. 22
pampering trips to health spas are becoming more popular. "This is in direct response
to the stress factor in today's workplace," Edmunds says. . (Caudron, 1997)
The idea behind this new crop of incentive programs is to get employees' attention and
cause them to change behaviors by offering tangible, immediate, and worthwhile
rewards for doing so. What are the behavioral changes companies are looking for? You
name it: increased customer service, quicker turnaround on accounts receivable,
improved plant safety, better teamwork. Companies are finding that virtually any
behavior that can be measured can be improved and rewarded. . (Caudron, 1997)
To be successful, an incentive program must have certain components, starting with a
clear list of objectives. "The basic principle behind every incentive program is that you
get what you reward," Nelson says. "If you reward employees for good attendance or
long-term service, you'll have people who show up for work every day but may not be
productive." For this reason, companies must first know exactly what they want
employees to accomplish, and then they must clearly communicate those goals to the
workforce while being consistent with the corporate culture. (Caudron, 1997)
Fun?
Activewear firms have been promoting company loyalty with rah-rah events that range
from rafting trips down roaring rivers to bowling parties. The need to pump up team
spirit and encourage camaraderie has been hastened by two factors: the increasing
poaching of executives and designers at some of the top companies and the tremendous
growth of those companies as they spread globally. (Feitelberg, 1997)
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As companies get bigger, there is a growing danger of workers feeling more like part of
a machine rather than part of a team. And that is what today's activewear giants are
attempting to avoid (Feitelberg, 1997).
Despite lucrative signing bonuses, bigger salaries, and profit sharing, the concept many
companies fail to grasp is that many employees are selecting and staying with companies
whose culture is fun and fit their values (Garmager & Shemmer, 1998).
One must hasten to add that the responsibility does not only lie on the employer to
guarantee the right fit, but also the candidate seeking a job with the company. He or
she must research and select a company that fits their values and their lifestyle (Siegel,
1998).
Do They Fit?
Good people, people who fit the specific corporate culture can always learn Yet no
matter how skilled they are, it’s doubtful that they can change their basic personalities
to blend into the culture. Developing a checklist for interview questions can help in
eliciting a personality sketch. (Chapdelaine, 1998)
However, according to Professor of Management Gary Powell, a single-minded pursuit
in either hiring employees who fit the existing organizational culture or those who increase the
diversity of the workforce to compete successfully are limiting themselves. To determine
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when it is appropriate to pursue either a reinforcing/cohesive selection philosophy or
an extending/diverse selection philosophy, three questions must be asked:
DOES HE OR SHE FIT ON WHAT PERSONAL ATTRIBUTES?
Search for a reinforcing fit on values that are pivotal to the organizational culture.
Search for a reinforcing fit on general types of knowledge, skills, and abilities.
Search for an extending fit on specific types of knowledge, skills, and abilities that are
needed to perform different types of jobs, solve different types of problems, and to take
advantage of different types of opportunities.
IS HE OR SHE FIT FOR EMPLOYMENT IN WHICH JOBS?
Search for a reinforcing fit for employees at lower levels who neither hold nor are
expected to hold jobs with decision-making responsibilities.
Search for an extending fit for employees at lower levels who either hold or are
expected to hold jobs with decision-making responsibilities and for employees at higher
levels who hold jobs with decision-making responsibilities.
DOES HE OR SHE FIT IN WHAT SITUATIONS?
Search for a reinforcing fit when the organization is at an early stage in its life cycle or is
in a state of equilibrium and is likely to remain so. Or when the organization serves
similar customers.
Search for an extending fit when the organization is at a later stage of its life cycle, when
the industry is subject to revolutionary change at short notice, when the organization
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has a high degree of contact with customers and when the organization serves diverse
customers.
Organizations that base their strategies for selecting new employees and developing
current employees on the above questions will fare well in competition against
organizations that emphasize the pursuit of either organizational cohesiveness or
organizational diversity to the exclusion of the other. (Powell, 1998)
BENEFITS OF CREATING & MAINTAINING CORPORATE CULTURE
Mature Industrial countries are undergoing a change in economic structure, moving
from manufacturing to services. In the U.S. and many other developed economies,
most of the workforce is employed in creating and delivering intangible products, i.e.,
services. Since the U.S. is the vanguard of the service explosion, it has built up a base of
experience that can facilitate entry into foreign markets. The service sector is one of the
fastest growing sectors in world trade, and one in which the U.S. has earned substantial
surpluses -- $ 50 billion in 1992 and $ 60 billion in 1993. (Goodwin & Elliot, 1995)
It is no longer enough for employees to work physically hard in order to generate
profit. There is a revolution in the way organizational cultures are designed and the
way we define the task of leading. The old command and control models for leaders
are being replaced by a new set of tasks that fosters high-commitment work
arrangements. (Barrett, 1995)
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Sears Roebuck found that employees attitudes about their workload, treatment by
bosses and other such matters have a measurable effect on customer satisfaction and
revenue. Sears discovered that if employee attitudes on 10 essential counts improved
by 5% then customer satisfaction would jump 1.3 percent, finally driving a one-point
rise in revenue (Cole, 1998).
To overcome the costs of doing business overseas and the advantages of international
competitors, the expanding firm must be able to create and sustain an edge in serving
its customers. To gain that edge, most successful international companies adhere to
value based corporate cultures rather than cost-based strategies. (Goodwin & Elliot,
1995)
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CONCLUSION
The most admired companies key priorities were teamwork, customer focus, fair
treatment of employees, initiative and innovation (Fortune, 1998)
Companies with a strong culture, clear vision, and leaders who inspire innovation, have
the following attributes in common:
• Choose leaders with a strong sense of self; have a passion for their business
• Have a higher reason to exist (bring sight to the world, bring wonder to harried lives)
• Develop cultures that are so unique that they can’t be copied.
• Invest in learning, knowledge and people development
• Involve all level in developing strategies.
• Don’t compete on price but on innovation and service to the customer.
• Experience joy in their work rarely seen at other companies.
• “Institutionalize” reflection
• Experience financial success in profits, growth and stock price.
• Have lower-than-industry-average turnover rates.
• Outpace competitors’ financial and market performance.
“We are transformed not by caring for our own soul in isolation, but by entering into a
dialogue with something outside ourselves. It may, at times, be work we care about, or
someone we care about, or something we feel needs attention. But whatever it is, we
must meet it at the boundary and know it as something alive, animated by its own
powers – a spark of soul addressing us.” (Briskin, 1998)
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