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Culture April 2014
This document provides an overview of organizational culture and related topics. It begins with introductions and definitions of culture, then discusses key activities for shaping culture like storytelling and recognition. It also addresses measuring culture, different cultural profiles and styles, and how culture impacts various business areas like mergers and leadership. The document offers frameworks for cultural analysis and provides guidance on how leaders can develop cultures of learning, performance, and blameless error reporting.
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Culture April 2014
- 1. Cultural issues by TorontoTraining and HR April 2014
- 2. CONTENTS 3-4 Introduction 5-6 Definition 7-8Key activities 9-10 Measuring culture 11-13 Cultural profile 14-15 Tight and loose cultures 16-17 High versus low context cultures 18-19 Culturally determining fit 20-21 Appreciative inquiry 22-23 Cultural distance 24-25 Multicultural identity dimensions 26-27 East v West leadership 28-29 Internal conflict 30-31 Post merger priorities 32-33 Creating a new culture 34-35 Antecedents of cultural identity 36-37 The cultural web 38-39 What do culture-savvy leaders do? 40-41 Generating a culture of blameless error 42-43 Creating an effective learning & development culture 44-45 Performance and values 46-48 Building a strong performance-based culture 49-50 Conclusion, summary and questions Page 2
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- 4. Page 4 Introduction toToronto Training and HR Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 15 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale Services for job seekers
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- 6. Definition • Whatis culture? Page 6
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- 8. Key activities •Organizational clarity • Sharing stories • Recognizing contributions • Celebrating successes Page 8
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- 12. Cultural profile 1 of2 Page 12 Collaborate Create Control Compete
- 13. Cultural profile 2 of2 • Dominant characteristics • Organizational leadership • Management of employees • Organization glue • Strategic emphasis • Criteria for success Page 13
- 14. Page 14 Tight andloose cultures
- 15. Tight and loose cultures •Tight culture • Loose culture Page 15
- 16. Page 16 High versuslow context cultures
- 17. High versus low context cultures •High context culture • Low context culture Page 17
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- 19. Culturally determining fit • Brand identity •Reputation and relationships • Communication Page 19
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- 21. Appreciative inquiry • Discovery • Dream •Design • Destiny Page 21
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- 23. Cultural distance • High culturaldistance • Low cultural distance Page 23
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- 25. Multicultural identity dimensions • Aggregating • Compartmentalizing •Hybridizing • Prioritizing Page 25
- 26. Page 26 East vWest-leadership
- 27. East v West- leadership •Balancing individualism with collectivism • Blending results with personal empowerment • Influencing remotely and cross-culturally • Transparency and a focus on action Page 27
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- 29. Internal conflict • Value discrepancy •Routine discrepancy • Experienced illegitimacy • Experienced awkwardness • Deep conflict • Ambivalence • Authenticity Page 29
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- 31. Post-merger priorities • Communication • Lay-offs •Contract review and new negotiations Page 31
- 32. Page 32 Creating anew culture
- 33. Creating a new culture •Vision • Purpose • Business model • Unique/wow factors • Values Page 33
- 34. Page 34 Antecedents ofcultural identity
- 35. Antecedents of cultural identity • Personalhistory • Current context • Cultural content Page 35
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- 37. The cultural web • Whatis the cultural web? • The integration perspective • The differentiation perspective • The fragmentation perspective Page 37
- 38. Page 38 What doculture-savvy leaders do?
- 39. What do culture-savvy leaders do? •Act • Create • Align Page 39
- 40. Page 40 Generating aculture of blameless error
- 41. Generating a culture of blameless error •Stay objective • Determine what happened • Ask for suggestions • Use employee suggestions • Agree on the suggestion together • Follow-up Page 41
- 42. Page 42 Creating aneffective learning & development culture
- 43. Creating an effective learning & development culture •Vision • Values • Alignment • People • Execution • Learning Page 43
- 44. Page 44 Performance andvalues
- 45. Performance and values Page 45 HIGH PERFORMANCE High performance Lowvalues High performance High values LOW PERFORMANCE Low performance Low values Low performance High values LOW VALUES HIGH VALUES
- 46. Page 46 Building astrong performance-based culture
- 47. Building a strong performance- based culture 1of 2 • Ensure you have a meaningful and relevant vision, mission and values • Ensure active (ongoing) communication • Practice active inquiry • Identify what your need your culture to be • Based on survey findings, identify key actions to help bridge the gap between now and then Page 47
- 48. Building a strong performance- based culture 2of 2 • Communicate this to members of the organization • Demonstrate commitment by action in addressing findings from the surveys • Use developmental tools to strengthen key components that contribute to culture Page 48
- 49. Page 49 Conclusion, summaryand questions
- 50. Page 50 Conclusion, summaryand questions Conclusion Summary Videos Questions