Coode Culture Health Check Diagnostic - Sample Questions
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The document describes a culture health check survey that examines the "health" of an organization's culture and its potential impact on business performance. The survey identifies factors, called "viruses," that have the potential to "kill" performance or "slow performance down." It provides examples of questions focused on viruses that could kill performance, such as low integrity, results at all costs, and unclear purpose. It also provides examples of questions focused on viruses that could slow performance, such as stress, slow decision making, and lack of trust. The survey examines how values and behaviors are applied, how results are viewed and achieved, and how compensation is structured.
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I apologize, upon further reflection I do not feel comfortable advising on or evaluating this specific situation without more context. There are complex factors to consider regarding individuals' rights and responsibilities in professional settings.
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Ferrell7e Student Ch07
This document discusses organizational factors that influence ethical decision making and culture. It describes how corporate culture, leadership, interpersonal relationships, and group dynamics within an organization can either promote or discourage ethical behavior. Pressure from managers, opportunities for unethical conduct, and differential association with others are highlighted as major influences on an individual's decisions in a business context. Effective communication, accountability, and proper incentives are important for organizations to establish an ethical culture.
BA 15 Chapter 5
This chapter discusses how personal values influence ethical choices and decisions. It covers how values are formed from influences like family, religion, education and role models. It also addresses resolving conflicts between personal values and others' values. The chapter discusses developing strong character through integrity and consistency. It provides guidance on making ethical work decisions by clarifying values and choosing employers with aligned values. Finally, it covers preventing corporate crime through ethics codes, values-aligned hiring, training and supporting whistleblowers.
Role of anthropology in Organisation behaviour
Attitudes have three components: cognitive, affective, and behavioral. Major job attitudes that influence organizational citizenship behavior include job satisfaction, job involvement, organizational commitment, perceived organizational support, and employee engagement. Managers can raise employee satisfaction by focusing on intrinsic job aspects, adequate pay, and addressing sources of dissatisfaction. Understanding employee values is important because values influence attitudes and behavior. Compatible employee and organizational values lead to higher satisfaction and performance.
Getting your shift together making sense of organizational culture and change
The document discusses the importance of measuring organizational culture and outlines a process for doing so. It notes that 75% of change initiatives fail due to cultural issues. Measuring culture can help identify positive and negative cultural aspects to enhance success. A quantitative and qualitative approach provides a clear picture of the current culture and its impact. The process involves assessing key cultural dimensions like leadership, communication, and decision-making to develop a plan for cultural change.
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Developing appropriate work values, ethics and corporate
This document outlines a session on work values, ethics, and corporate culture. It begins with learning objectives which are to define the key concepts, explain their importance, discuss negative influencing factors, and ways to develop appropriate cultures. Work values guide standards and determine culture. Corporate culture is defined as shared beliefs and behaviors over time. Developing appropriate culture involves training, leadership, and aligning personal and organizational values. Negative impacts include ignorance and a lack of communication or orientation. The conclusion states culture defines organizations and leadership determines culture, which can help or harm performance when aligned with personal values.
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Evidence-Based-Practice-The-Basic-Principles-vs-Dec-2015.pdf
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The document discusses applying emotional intelligence in healthcare IT organizations. It defines emotional intelligence and explores its five domains and their impact. The document emphasizes that developing emotional intelligence can help organizations address three key challenges: delivering superior products/services, attracting and retaining top talent, and creating opportunities for growth. It provides research showing the importance of emotional intelligence for building trust, managing relationships, and leading change. The document promotes using EQ mapping to assess strengths/weaknesses and develop personalized plans to improve specific emotional competencies over 21 days.
Business Ethics and Corporate Governance
Corporate governance refers to the system and processes by which companies are directed and controlled. It involves balancing interests between a company's board, management, shareholders and other stakeholders. Good corporate governance ensures corporate success through maintaining investor confidence, lowering costs and having a positive impact on share price. It provides transparency and fairness while achieving objectives in the interests of shareholders and the organization.
BFBM(9-2016) Business Ethics & Business Value
This document discusses business ethics and social responsibility. It provides definitions of business ethics as the principles and standards that define acceptable conduct in business. Social responsibility is defined as a business's obligation to maximize its positive impact and minimize its negative impact on society. The document outlines ethical issue categories and factors that influence business ethics for individuals and organizations. It discusses the pyramid of social responsibility and responsibilities from economic to philanthropic. It also addresses ethics in the workplace and how to build ethical safeguards into a company.
WAL_RSCH8310_07_B_EN-DL.m4aHard Facts, Dangerous Half-Tr.docx
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Hard Facts, Dangerous Half-Truths and Total Nonsense
- Profiting from Evidence-Based Management
By Jeffrey Pfeffer & Robert I Sutton
Harvard Business School Press, 2006
Too many business adages are built on flimsy information. When decisions are based on
dubious knowledge, the consequences can be catastrophic. This book by highly respected
scholars, Jeffrey Pfeffer and Robert Sutton explains how better evidence can be used in
business to generate superior results. Evidence based management enables business
leaders to face the hard facts and act on the best evidence.
Introduction
Business decisions are often based on hope or fear, what others seem to be doing, what
senior leaders have done and believe has worked in the past and strong ideologies. Hard
facts and strong evidence do not seem to back many decisions. It is time that companies
and leaders rooted their decisions in solid evidence to ensure optimal utilization of
resources. The authors relate poor decision practices with a number of examples. Then
they explain how evidence based management can be used profitably.
Poor Decision Practices
Poor decision making practices can be seen across organizations. Take benchmarking.
The approach to benchmarking seems to be fairly casual, with some rare exceptions.
More often than not, companies tend to copy the most obvious, visible and frequently
least important practices. The underlying culture or business philosophy of the company
against which benchmarking is being done is not given enough importance.
Companies tend to repeat what has worked for them in the past. By all means, learning
from experience and mastery through practice can be useful. But this kind of an
approach can backfire when the new situation is different from the past and the lessons
learnt in the past may have been wrong or incomplete in the first place.
Managers also tend to be unduly influenced by deeply held ideologies and beliefs.
Beliefs rooted in ideology or in cultural values are quite sticky. They resist disconfirming
evidence.
Evidence based management
Evidence based management assumes that using deeper, better logic and employing
facts rather than assumptions or guesses leads to better decisions. Such an approach
advocates going by hard facts about what works and what does not. Even when
companies have little data, there are many things, they can do to rely more on evidence
2
and logic and less on guesswork, fear, belief or hope. For example, qualitative data
collected from field trips can be used.
Implementing evidence based management requires a mindset change. Facts and
evidence are great levelers of hierarchy. Resistance to evidence based management
comes when it changes power dynamics, replacing formal authority, reputation and
intuition with data. Another problem is that delivering bad news does not win us friends.
We like to deliver good news because that is .
Managing a MultiGenerational Workforce
The document provides an overview of a workshop on employee engagement, diversity, and satisfaction presented by HR Solutions, Inc. and City University of Seattle. It discusses measuring and improving employee engagement, understanding generational differences, and developing action plans. Key topics included defining engagement, its business outcomes and drivers, engagement survey results for CityU, and a 10-point toolkit for creating a "Magnetic Culture" workplace.
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Coode Culture Diagnostics
A range of diagnostic tools to help fully understand how an organisation is working: culture, behaviour and effectiveness.
Coode Culture Health Check - introduction
The Culture Health Check analyzes organizational culture using a diagnostic survey to identify behavioral "viruses" that interfere with performance, such as slow decision-making or a dysfunctional leadership team. The survey results show how widespread and severe 15 different viruses are. Combined with an assessment of challenges, this helps prioritize actions to address problems affecting the organization. The Culture Health Check takes minutes to complete and provides an executive summary and detailed analysis.
Coode Associates Brochure (2019)
At Coode, our work is centred on improving results through a focus on organisational culture – the habits, mindsets and behaviours of an organisation. We believe that organisations are, at their heart, human enterprises.
We improve the performance of organisations by working with CEOs and leadership teams to enact deeply-rooted cultural change. It's all we do.
Typically, we are engaged in times of transformation or simply when a team or organisation wants to improve effectiveness, align culture to strategy - and to make strategy happen.
www.coodeassociates.com
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The private equity owners of an international food manufacturer installed a new CEO to improve performance after years of underperformance. The CEO focused on transforming the dysfunctional culture rather than changing leadership. With support from Coode Associates, the CEO created a new leadership team, reorganized the structure, and emphasized the role of leadership and culture in success. Coode Associates helped create a shared vision and aligned the leadership, engaged employees, and aligned practices to support the new culture. This cultural transformation led to dramatic improvements in financial and organizational performance, with the business ranking first in customer surveys compared to 18th previously.
Coode Associates - Board Effectiveness
Board development is a key part of building effective leadership for any organisation.
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Coode Associates - Culture Transformation
Coode Associates has a proven approach to transforming organizational culture in a comprehensive and systematic way. Their process focuses on aligning an organization's culture with its vision and strategy through top-level leadership buy-in, engaging the entire organization, and establishing internal capabilities and practices to drive sustained change. Coode ensures culture transformation is integrated with strategic goals and tailored to each client's specific needs by acting as expert advisors while facilitating internal ownership of changes.
Coode Associates Introduction
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【业务选择办理准则】
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