Corporate Culture v1
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This document discusses international corporate culture. It begins with definitions of corporate culture as the shared values and beliefs that bind organizational members. It then provides an example of an American working abroad who learned the importance of adaptability across cultures. The presentation notes that strong corporate cultures can be manipulated by leaders to promote safety, competitiveness, or learning. It also provides methods for assessing corporate culture through questions about important behaviors and who fits in. The document argues that a truly global culture transcends borders and sees people, not nationalities.
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Organizational Culture and Structure (2).pptx
This document discusses organizational culture and structure. It defines culture and explains that culture is learned and helps groups solve problems. It also discusses how globalization impacts organizational culture. Different types of organizational structures are described like centralized vs decentralized structures. Factors that impact organizational culture and the importance of having the right culture for organizational improvement are also covered.
Organizational rules and culture- ~شاهق ِتشلا
This is a series of Capacity Building documents that was prepared by the Sudanese Youth Leadership Development Program.
هذه مجموعة من المقالات في مجالات تدريبية متعددة مناسبة للجمعيات الطوعية تم تطويرها بين عامي 2003-2008 للبرنامج السوداني لإعداد القيادات الشبابية
Perspective On Culture Change
This document discusses healthcare culture change and organizational transformation. It defines corporate culture and culture change, and presents a culture change model involving preparation, principles of change, interventions like human resources and organizational development, and managing barriers. It provides examples of assessing culture, barriers to change, and the importance of leadership commitment for realizing lasting cultural transformation. The overall message is that achieving sustainable healthcare system changes will require profound cultural shifts led by transformational leaders.
Agile Culture Transformation
Agile culture transformation is a crucial aspect of adapting to the ever-changing business landscape. In this webinar we are exploring the power of cultivating a thriving organizational culture that embraces agility. Gain insights into the essence of culture, decode organizational culture's impact on Agile Organisations, and discover strategies to build or transform your culture to align with Agile principles. Overcome common challenges in the transformation journey and unlock the potential of your teams.
Cultural Change
The document discusses corporate culture and how it affects business decisions. It defines corporate culture as the norms, values and communication styles within an organization. Cultural differences between stakeholders can influence decision-making. Successful companies like HP and Southwest Airlines are conscious of their unique cultures and work to maintain them. Changing an organization's culture requires consistent goals, role clarity, shared rewards and other factors. Cultural awareness is important for business management across borders.
Similar to Corporate Culture v1 (20)
Human Flourishing + Aligned Human Capital Strategy + Invention
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Transforming your Workplace Culture from Toxic to Humanized
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Corporate Culture v1
- 1. International CorporateInternational Corporate CultureCulture Presented By: Jim LynnPresented By: Jim Lynn Does anyone here believe in Ghosts? Does anyone here believe in Ghosts? I do!I do! The Ghosts ofThe Ghosts of
- 2. Corporate CultureCorporate Culture • Text Book Definitions of Corporate Culture • Stories, An American View: Working Abroad • Benefits of a Strong Corporate Culture • Assessing Corporate Culture • How you can use Corporate Culture to your Advantage
- 3. Corporate Culture DefinitionsCorporate Culture Definitions • Organizational culture is generally understood as the social glue that holds organizational members together and expresses the values, social ideals, and beliefs that members share. A firm's culture therefore, through its values and operating beliefs, is known to exert commanding influences on how its employee perceive events (Denison and Mishra, 1995; Lau and Woodman, 1995) and how they behave (Martin, 1992).
- 4. Corporate Culture DefinitionCorporate Culture Definition • Your organization's culture is not the espoused list of values developed at an offsite by the executive team and framed on the wall in your lobby. These are ideals. What you strive to be as an organization and what values you hope to endorse, may be different from the values, beliefs, and norms expressed in your actual practices and behavior. Don't fool yourself. It is critical that you find out who you really are as well as striving for who you want to be. (Hagberg, Heifetz, 2003)
- 5. An American View: WorkingAn American View: Working AbroadAbroad • The key in any culture is adaptability • America has multiple cultures • So does China • Adaptability = Turtle Soup • Huludao, Cultures are accepted or rejected immediately • Boutou, What really held us together to complete this job.
- 6. Boutou ( Inner Mongolia )Boutou ( Inner Mongolia ) In the beginningIn the beginning
- 7. No hot water and no drivewayNo hot water and no driveway
- 8. Boutou ( Inner Mongolia )Boutou ( Inner Mongolia ) In the endIn the end
- 9. Friends, ( What really held us together?)Friends, ( What really held us together?)
- 10. Benefits of Corporate CultureBenefits of Corporate Culture • Leaders can Manipulate Corporate Culture • To form a culture that is safety conscious • To form a culture that increases competitive advantages • or To form a learning culture • Can be used to hire/fire the right people
- 11. Assessing Corporate CultureAssessing Corporate Culture • What 10 words would you use to describe your company? • Around here what's is really important? • Around here who gets promoted? • Around here what behaviors get rewarded? • Around here who fits in and who doesn't? Imagine you were asked to describe yourImagine you were asked to describe your organization to an outsider. How would youorganization to an outsider. How would you answer the following questions?answer the following questions? (Hagberg, Heifetz 2003)(Hagberg, Heifetz 2003)
- 12. Assessing Corporate CultureAssessing Corporate Culture • In reality, what management pays attention to and rewards is often the strongest indicator of the organization's culture. This is often quite different than the values it verbalizes or the ideals it strives for. Think for a minute about the organization in which you work. Does your management encourage or discourage innovation and risk taking? Does it reward employees for coming up with new ideas and challenging old ways of doing things or punish those who challenge established norms and practices? Do mavericks fit in or do they get pushed out? (Hagberg, Heifetz, 2003)
- 13. A Global CultureA Global Culture Which IsWhich Is The Ultimate InternationalThe Ultimate International Corporate CultureCorporate Culture This is about people not boardersThis is about people not boarders Everything else is just a SubcultureEverything else is just a Subculture Globalization is CreatingGlobalization is Creating