Culture differentiates good organizations from bad ones and is composed of shared beliefs, values, actions, and feelings. A strong culture has an explicit set of widely shared values and principles, while a weak culture has many subcultures and few shared norms or traditions. Factors like an influential leader who establishes core values and a sincere commitment to operating according to those values contribute to a strong culture. When implementing strategy, an organization must consider whether to change its culture, change the strategy, or find a way to align the two. All organizations have some level of politics due to differing views among members, and understanding power dynamics and how to build consensus is important for effective strategic management.
This presentation covers one of the process of Strategic Management; Strategic Implementation. There are 2 sub divisions; Functional Implementation and Structural Implementation. This section deals with Structural Implementation in detail.
This presentation covers one of the process of Strategic Management; Strategic Implementation. There are 2 sub divisions; Functional Implementation and Structural Implementation. This section deals with Structural Implementation in detail.
Organizational politics refers to the relationship between power and influence, involving certain individuals and group from within or outside of the organizational environment. It also refers to the tactics and activities done by members of the organization in order to fulfill their own objectivities and interests in the workplace.
Feature article Governance in practiceFeature article Governan.docxssuser454af01
Feature article Governance in practiceFeature article Governance in practice
• A cultural environment
in which people feel
not only safe to speak
up but expected to, is
essential to achieving
an organisation’s
governance objectives.
• Every member of your
team needs to be held
accountable for doing
their part to protect
the interests of the
organisation and its
stakeholders.
• Inspire people to
want to behave with
integrity and contribute
to the full extent of
their potential, and
governance standards
are likely to be
achieved.
Ego, greed, power, risk
taking, responsibility,
morality … the reasons
people break the rules
and fail to meet expected
ethical standards are
varied and at times
complex. Influencing
the way people choose
to behave is essential to
any organisation’s ability
to meet its governance
obligations.
In Australia, the link between
culture and governance is firmly
on the minds of the regulators. The
Australian Securities and Investments
Commission (ASIC) has in recent years
brought an especially strong focus
to bear on organisational culture
and its influence on how employees
behave. Both ASIC and the Australian
Prudential Regulation Authority (APRA)
have emphasised corporate culture as
a key area of risk.
The link between poor culture and
poor conduct has driven both
regulators to actively review company
practices linked to culture. Critical
decisions including incentives
payments and other rewards are of
particular concern. Whistleblowing
policies and complaints processes
have also been under the microscope.
Misconduct in the financial services
industry provides recent example
of the impact of poor organisational
cultures on risk, compliance and
organisational performance. In April
2015 top executives from Macquarie,
ANZ, NAB and CBA faced a Senate
inquiry to respond to questions about
their financial planning and wealth
divisions. The Australian Financial
Review reported at the time, that the
financial planning scandal at CBA alone
led to ‘thousands of clients losing
hundreds of millions in retirement
savings from receiving inappropriate
financial advice.’
These cases and others like them
have drawn intense public criticism
of perceived lack accountability for
behaviour at all levels of business.
Customers and shareholders alike,
expect leaders to create corporate
cultures that ensure their interests and
rights are protected. The pressure is
on for boards and senior leaders to not
only achieve superior financial results,
but to ensure approaches taken are
both ethical and prudent.
Desirable culture
A cultural environment in which
people feel not only safe to speak
up but expected to, is essential to
achieving an organisation’s governance
objectives. Just as important is
for people to have a deep sense
of personal accountability and the
courage to stand up for what is right.
Reflect for a moment on the cultural
environments you ...
Positive attitude and mindset,leadership and valuespallvisachdeva
here you go with brief description of the whole topic organizational behavior. as you know human is an integral part of any organization. and his/her behaviour effects the whole working the company and that is why there is need of proper positivity, motivation and core values. which will help the company in implementing their particular strategy.
Lussier, R.N., & Achua, C.F. (2013). Leadership: Theory, application& skill development
(5th ed.). Mason, OH: South-Western.
The Power of Culture
An organization’s culture determines the way that it responds to changes in its external and
internal environments. The response to changes in the external environment such as emerging
opportunities and threats are reflected in the organization’s vision, mission, objectives, and core
strategies. The response to internal matters such as how power and status are determined, how
resources are allocated, membership criteria, or how leaders and followers relate and interact
with each other, is reflected in the organization’s policies, procedures, and principles.
Organizational performance is enhanced when strategy, structure, and capabilities are aligned to
culture.15 Experts and scholars on organizational culture have long maintained that culture serves
two important functions in organizations: (1) it creates internal unity, and (2) it helps the
organization adapt to the external environment.16
Internal Unity
Organizational culture defines a normative order that serves as a source of consistent behavior
inside an organization. To the extent that culture provides organizational members with a way of
making sense of their daily lives and establishes guidelines and rules for how to behave, it is a
social control mechanism. A supportive culture provides a system of informal rules and peer
pressures, which can be very powerful in influencing behavior, thus affecting organizational
performance.17 A strong culture provides a value system that regulates behavior and promotes
strong employee identification with the organization’s vision, mission, goals, and strategy.
Culturally approved behavior thrives and is rewarded, while culturally disapproved behavior is
discouraged and even punished. Culture offers a shared understanding about the identity of an
organization. The right culture can make employees feel that they are valued participants and, as
such, 359360become self-motivated to take on the challenge of realizing the organization’s
mission and work together as a team. It can transform an organization’s workforce into a source
of creativity and innovative solutions.
External Adaptation
Culture determines how the organization responds to changes in its external environment.
Depending on the volatility in the business environment, some changes are significant enough to
force members to question aspects of their organization’s identity and purpose. Culture plays a
role in informing and supporting sense-making or meaning when external changes are severe
enough to force members to re-evaluate aspects of their organizational identity and purpose.
Having the right culture can ensure that an organization responds quickly to rapidly changing
customer needs or the actions of a competitor. For example, if the competitive environment
requires a strategy of superior customer serv ...
The Environment and Corporate Culture1. Define an organizational.docxarnoldmeredith47041
The Environment and Corporate Culture
1. Define an organizational ecosystem and how the general and task environments affect an organization’s ability to thrive.
The organizational environment consists of all elements existing outside the boundary of the organization that have the potential to affect and influence the organization. This environment consists of two layers: the task environment and the general environment.
The task environment is closer to the organization and includes the sectors that conduct day-to-day transactions with the organization and directly influence its basic operations and performance such as competitors, suppliers, and customers.
The general environment affects the organization indirectly. It includes social, economic, legal-political, international, natural, and technological factors that influence all organizations about equally.
2. Explain the strategies that managers use to help organizations adapt to an uncertain or turbulent environment.
The environment creates uncertainty for organization managers. Uncertainty means that managers do not have sufficient information about environmental factors to understand and predict environmental needs and changes. Two basic factors that influence uncertainty are the number of factors that affect the organization and the extent to which those factors change. Strategies to adapt to these changes in the environment include boundary-spanning roles, interorganizational partnerships, and mergers and joint ventures.
Boundary-spanning roles are assumed by people and/or departments that link and coordinate the organization with key elements in the external environment. Interorganizational partnerships are a popular strategy for adapting to the environment by reducing boundaries and increasing collaboration with other organizations. A merger is the combining of two or more organizations into one. A joint venture involves a strategic alliance or program by two or more organizations.
3. Define corporate culture.
Culture can be defined as the set of key values, beliefs, understandings, and norms shared by members of an organization. It can be analyzed at two levels. At the surface level are visible artifacts, which include things such as manner of dress, patterns of behavior, physical symbols, organizational ceremonies, and office layout. At a deeper, less obvious level are the expressed values and beliefs, which can be discerned from how people explain and justify what they do. These are values that members of the organization hold at a conscious level. They can be interpreted from the stories, language, and symbols that organization members use to represent them. Some values become so deeply embedded in a culture that members are no longer consciously aware of them. These basic, underlying assumptions and beliefs are the essence of culture and subconsciously guide behavior and decisions.
4. Provide organizational examples of symbols, stories, heroes, slogans, and ce.
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
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53944628 behavioral-implementation
1.
2. Culture- differentiates good organizations
from bad ones.
◦ Shared things
◦ Shared sayings
◦ Shared actions
◦ Shared feelings
COMPOSIOTION OF CUTURE:
◦ Beliefs
◦ Values
3. “ culture as a strength can also be a
weakness”
Characteristics of weak culture:
Many subcultures
Few values & behavioral norms
Rare traditions
Lack of sense of commitment, loyalty, identity
Politicized environment
Hostility to change
Characteristics of strong culture:
Explicit set of values & principles
Considerable time devoted by the management
for communication
Values shared widely across the organization
4. Factors contributing for strong culture:
A founder or an Influential leader who
established desired values
Sincere and dedicated commitment to operate
business of the organization according to
these desired values
Genuine concern for the well-being of the
organization's stake holders
5. Approaches to create strategy supportive
culture:
4) To ignore corporate culture
5) To adapt strategy implementation to suit
corporate culture
6) To change corporate culture to suit strategy
requirements
7) To change strategy to fit the corporate culture
6. All corporate culture include a political
component, so all organizations are political in
nature.
Organizational members bring with them their
likes and dislikes, views and opinions, prejudices
and inclinations, when they enter into
organization.
Managerial behavior cannot be purely rational
and, therefore, an understanding is to be
acquired of how corporate politics works and
how the use of power is to be made for effective
strategic management.
7. Power is defined as ‘the ability to influence others’ and
corporate politics is ‘the carrying out of activities not
prescribed by policies for the purpose of influencing the
distribution of advantages within the organization.
Managers derive power within an organization from five types
of sources.
3. Reward power arises from the ability of managers to reward
positive outcomes
4. Coercive power arises from the ability of managers to panelize
negative outcomes
5. Legitimate power arises from the ability of managers to use
position to influence behavior
6. Referent power arises from the ability of managers to create
liking among subordinates due to charisma or personality
7. Expert power arises from the managers’ competence,
knowledge and expertise that is acknowledged by others
8. The nature of organization itself creates the conditions
for power and politics to manifest. For instance, the
manner in which the organization structure is created
leads to power and politics.
Since material rewards, promotions, prestige and ego
are involved, each organization more or less is affected
by corporate politics.
The exercise of power and use of politics has two
connotations: negative and positive.
When viewed negatively, power and politics are means
for domination, manipulation and subjugation. They
entail self-serving behavior involving deception and
dishonesty for achieving individual or group interest,
leading to conflict and disharmony in the organization.
9. When taken positively, power and politics are
means for achieving organizational
objectives. The use of power and politics is
the means to resolve conflicts and bridge
genuine differences of opinions through a
process of negotiations and seeking
collaboration.
Political considerations and use of power,
therefore, are a part of behavioral
implementation by strategists.
10. Strategy implementation is basically about change
management. Therefore corporate politics and
use of power have a definite role to play in
strategy implementation.
Politics and power affect the way a strategy is
formulated and implemented. A manager cannot
effectively formulate and implement strategy
without being perceptive about company politics.
Political consideration affect which type of
objectives take precedence over others and what
strategy the firm has to choose.
11. Generally, there is more politics in implementing strategy than
in formulating it. In implementation, politics and power affect
a number of elements. The nature of strategy implementation
requires consensus building, managing coalitions and creating
commitments.
Few examples, resource allocation is ultimately a rational-
political decision, which results in the sharing of scares
resources among different organizational units, structure
result in the distribution of authority and responsibility and
decides how power will be exercised, and corporate culture is
itself partly, the outcome of the use of politics and power.
Having an understanding of the use of politics and power,
strategist can perform the tasks of strategic management
better. ‘Indeed, having astute political skill is a definite and
even a necessary, asset for a general manager to have in
orchestrating the whole strategic process.
12. The typical approaches to a strategic use of
power and politics may involve one or more of
the tactics mentioned below.
First of all, to accept the inevitability of politics being
there in the organization.
Understand how an organization’s power structure
works, who wields real power and influence and who
are the individuals and groups whose opinions carry
weight and cannot be disregarded.
To be sensitive and alert to political signals emanating
from different part of the organization.
13. To know when to tread softly and rely on coalition
management and consensus-building and when to push
through decisions and actions by a selective and judicious
use of ‘Machiavellian’ methods.
To lead strategy and not to dictate it, being patient till the
consensus emerge.
To let most negative decisions emerge as a group
consensus rather than as a directive from the top
To gather support for acceptable proposals and let the
unaccepted ideas die a natural death
To reward organizational commitment and penalize
negative or indifferent attitude
To practice principled politics and use openness and
honesty to counter unprincipled politics
14. In the Indian context, the presence of politics and use of
power are, perhaps, more visible than in other culture.
This may be due to two factors: the nature of Indian
society and the higher level of enviousness exhibited by
Indian managers
J.L. Pearce describe India as a nonfacilitative
organization context
The person-oriented nature of Indian society suggests
an emphasis on particularistic rather than universalistic
treatment of employees, which leads to reliance on
personal characteristics in hiring, promoting and
rewarding employees.
15. Employees feel that competence alone may
not enable them to progress in their career.
Some may resort to manipulative or
ingratiatory behavior.
One research study in Indian firms found that
employees’ actual political behavior was
related to feelings of alienation and
interpersonal mistrust in the work place.
Another factor could be pervasive
enviousness exhibited in Indian
organizations.
Manager have not only to deal with – and be
affected by – intracorporate politics, but also
intercorporate politics between rival
16. At a higher level, Indian companies are
plagued with politics between associations
and federations of business and industry,
public versus private sector, small versus
large sector, multinational versus local firms,
and technocrats versus bureaucrats.
In such condition, strategists have to be aware
of not only internal political consideration but
also the politics and power play present in
other organization, particularly government
departments and ministries, with whom they
have to deal with on a continual basis.
17. PERSONAL VALUES AND BUSINESS ETHICS
Values
Personal values refer to a conception of what an individual or groups
regard as desirable.
A value is a view of life and a judgement of what is desirable, which is
very much a part of person’s personality and a groups morale.
e.g A benign attitude to labour welfare is a value which may prompt an
industrialist to do much more for workers than what labour laws
stipulate.
Service mindedness is a value, manifests in better customer satisfaction
Personal values imbibed from parents, teachers, elders and an
individual grows, values are adapted and refined in light of new
knowledge and experience.
Within organization, values are imparted by founder entrepreneur or a
dominated CEO and these remain in some form for a long time after a
person is not there
17
18. Business ethics
In the discipline of management studies, business ethics is The study
of how personal moral norms apply to activities and goals of a
commercial enterprise.
It is not a separate moral standard, but the study of how the
business context poses its own unique problems for the moral
person who acts as the agent of this system.
Practically, business ethics operates as a system of values and is
concerned primarily with the relationship of business goals and
techniques to “specifically human ends” means viewing the needs
and aspirations of individuals not merely as individuals but as a part
of society It also means the realization of the personal dignity of
human beings.
A major task of leadership is to inculcate personal values and impart
a sense of business ethics to the organizational members. At one
end, values and ethics shape the corporate culture and dictate the
way how politics and power will be used, and at the other end,
clarify the social responsibilities of the organization.
18
19. Importance of values and ethics
Increased awareness around the world about ethical practices in
business.
International organizations like world bank and IMF concerned
whether aid provided is used for intended purpose and not fritterd
away by corrupt Govt officials.
Transparency international brings out annual rating of countries on
an index of corruption that serves as guideline for foreign investors
and international donor agencies.
Corruption in industry is a major by-product of degradation of
values and ethics, which is also related to discretionary powers of
regulatory system designed and administered by an unholy alliance
of bureaucrats and politicians.
19
20. Values, ethics and strategy
The intentions of individuals, that is, their “purity of mind” as
decision makers within an organization matter a lot in strategic
management.
There has to be a right connection between values, ethics and
strategy.
The decisions should not only be on the basis of purely economic
reasons but also consider values and ethics.
Business ethics is considered to integrate core values such as
honesty, trust, respect, fairness into strategic management, policy
making, practicing management and decision making. It has been
percieved as a set of a legally driven codes, in the form of a list of
do’s and don’ts for the company executives, which have to be
complied with.
Business ethics is being identified as a major source of competitive
advantage.
20
21. Values are personal in nature ( e.g. belief in providing customer
satisfaction and being a good paymaster ) while ethics is a generalised
value system (e.g. avoiding discrimination in recruitment and adopting
fair business practices )
business ethics can provide the general guidelines based on which
strategic management can operate.
Values, however, offer alternatives to choose from.
Organizations derive values and ethics from their corporate culture.
Corporate culture is the outcome of shared assumption that individual
members of the organisations have.
The right set of values and code of ethics have to be formulated by an
organization on the basis of founding philosophy, cherished traditions,
norms of ethical behavior and social requirements.
22. Inculcating values and ethics
Considering values and ethics in recruitment and selection to
ensure compatibility of the character traits of potential employees
to the ethical system of the organization.
Incorporating the statement of values and code of ethics into
employee training and educational programmes .
Example setting by top management in terms of actions and
behaviour that reinforce the values.
Communication of values and code of ethics through wide
publicity and explanation of compliance procedures.
Constant monitoring of compliance by superior staff and top
management.
Consistent nurturing of values within the organization through
their integration into policies, practices and actions.
Paying special attention to those parts of the organization that
are susceptible to ethically- sensitive activities such as purchase and
procurement, dealing with Govt and other external agencies. 22
23. Reconciling divergent values
Strategists have to reconcile divergent values and if necessary.
A typical case of value divergence may arise while setting objectives
and determining the precedence of different objectives.
One group- production oriented objectives, say , standardization
and mass production
Another group- Marketing related objectives, say, quality, variety
and small lot production
CEO should reconcile these divergent values in the light of strategic
requirements and environmental considerations.
Modifying values to create consistency
Modification of values is frequently required in strategy
implementation
It is difficult, if not impossible, to change, like culture.
A judicious use of politics and power, redesigning of corporate
culture and making systematic changes in the organization can help
to modify the values gradually. 23
24. Strategic planning provides answer to what
organization “might & can do”
Personal values determines what organization
“wants to do”
Social responsibility relates to what
organization “ ought to do”
So social responsibility should be made
explicit and meaningful
25. View 1 View 2
Function of business is Business organizations
just to achieve are part of society
economic efficiency Have to serve societal
and maximize profit interests and not just
Social functions should profit
be left to institutions Allocate resources for
of society this purpose
26. There are four models of CSR operating in
India :
2. Gandhian model = voluntary commitment
3. Nehruvian model = state driven policies
4. Milton Friedman model = owner objectives
5. Freeman model = stake holders
responsiveness
27. 1. Market based pressures and incentives
2. Civil society pressures
3. Regulatory environment
28. Generally top management decides on major
decisions taken in CSR
So alignment of social responsiveness with
strategic management is necessary
Hence role of strategists will be affected by
social responsiveness
Editor's Notes
Although social responsibilty should be considered at every phase of strategic manangement , it is most important during strategy implementation
In india milton friedman model is widely accepted and freeman model has gradual acceptance
Social responsiveness= level of interest exhibited by org in discharging social responsibility