Developing organizational culture: Few tips
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Few tips on how to develop organizational culture from what it really means to how you should go about it. From a key note speak with Digiladies group by Susanna Rantanen
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2) It takes a holistic look at performance management and provides an in-depth focus on key activities like objective-setting and feedback.
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An abridged (very abridged! - I had 20 minutes, but love hearing myself write) presentation on organisational change and culture for a recent job application.
Culture
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Definition of Culture
Step to Build the Culture
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Characteristics of Organizational Culture
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- what led us where?
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How to decipher what makes you and your company "good"
How to utilize authentic goodness for business
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1. The document discusses organizational culture and how to lead culture change. It defines culture as the actions, behaviors and beliefs within an organization.
2. High-impact cultures produce direction, alignment and commitment - widespread agreement on goals, coordinated effort to achieve goals, and sustained passion to reach goals.
3. Creating a high-impact culture requires everyone playing a role, with senior leaders stepping up to change themselves and the culture, and informal leaders spreading the culture in their areas.
Communicating corporate culture
With benefits such as employee loyalty, job satisfaction and higher productivity, many believe that a distinct corporate culture is the key to the success of any business. For many organisations, their desired culture is defined by articulating a purpose, vision and values. However, research shows that only one in four employees strongly believe in their company’s values, and less than half know what their employer stands for.
This short webinar will provide insight on using communication to cultivate a distinct corporate culture, as well as tools and concrete action points that will instill a sense of belonging among employees, helping to boost job satisfaction, productivity and engagement in your organisation.
Organizational Culture
Organizational culture refers to the shared beliefs, values, and norms that guide employee behavior within an organization. It is comprised of artifacts, espoused values, and underlying assumptions. There are different types of cultures like clan, adhocracy, hierarchy, and market cultures. Culture influences managerial functions like planning, organizing, leading, and controlling. It is transmitted through stories, rituals, symbols, and language. Issues can arise if culture is ambiguous, inconsistent, has poor communication or leadership. In conclusion, culture happens naturally but organizations should strive to shape a culture that supports its goals.
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Building organizational culture
Organizational culture is shaped by behaviors, beliefs, values, and practices. It can provide an advantage to businesses or undermine their success. The document discusses:
1. Building culture requires understanding the current culture and desired changes, focusing on a few critical behaviors, and evolving the culture over time through programs and measurement of progress.
2. Culture is influenced by vision, values, practices, people, narratives, physical space, and must align with business strategy to drive employee fulfillment and customer satisfaction.
3. A framework is provided for cultural evolution that identifies behaviors to change and groups to influence, using formal and informal mechanisms to drive new behaviors before new beliefs.
ORGANISATIONAL CLIMATE AND CULTURE
This document discusses organizational climate and culture. It begins by defining organizational climate as an employee's long-term perception of a company's working environment and culture. It then describes common types of organizational climates and factors that can affect organizational climate such as leadership styles, goals, and operating procedures. The document also discusses how to improve organizational climate through employee surveys and motivating employees. It defines organizational culture as shared beliefs and values established by leaders. It outlines types of organizational cultures and factors that can shape culture such as company values and leadership. The document concludes by distinguishing between organizational climate and culture.
Organizational culture of the nba slide
The document discusses organizational culture in the NBA. It defines organizational culture as shared assumptions, values and beliefs that govern how people behave in an organization. A strong organizational culture can positively influence performance. Assessing an organization's culture is important for evaluating its potential. The NBA promotes a giving culture through team building and leadership strategies. Developing team culture from the organizational level enables high performance and relationships.
Creating culture
Creating Culture by Michael Eg Fausbøll discusses organizational culture and how it can be used as a business tool. It notes that culture must be strategically relevant, strong, and emphasize innovation and change. Three levers for shaping, strengthening, and changing culture are identified: recruitment and selection, socialization, and rewards. What makes culture strong is having agreement (talk-the-talk) and intensity (walk-the-talk) at high levels. Jenny Chatman's 3 C's of culture - being consistent, coherent, and comprehensive - are also referenced.
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The Importance of Organisational Values Webinar Slides
"Everything I Have Learned About Values" is now available for purchase! The book summarizes Richard Barrett's 30-year journey to understand how values shape our decision-making. In celebration of its release, we created a three-part webinar series to explore the importance of values.
To watch a recording of this webinar, please use this link:
https://youtu.be/1GXsNm249S4
This webinar focuses on the role values play in organisational culture. Richard will share insights on:
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The document discusses lessons from the Royal Commission into misconduct in the banking industry regarding organizational culture and governance. It recommends that financial services regularly assess and address issues with their culture and governance. Contemporary approaches to culture aim to engage employees to achieve goals. The courageous HR leader must 'unlearn' past approaches and assess culture using tools like the 'cultural web' which examines an organization's symbols, stories, power structures, controls and assumptions. Regularly capturing data on culture indicators and broad board engagement is important. Culture can enable or inhibit business strategy.
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Unit-I--Organizational culture
This document outlines key concepts related to organizational culture and the external environment. It discusses two views of managers - the omnipotent view where managers are directly responsible for success/failure, and the symbolic view where external factors constrain managers' influence. It describes seven dimensions of organizational culture and how a strong culture benefits an organization. Managers must consider an organization's culture when making decisions. The document also discusses the external environment, stakeholder relationships, and current issues like creating an ethical or innovative culture.
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Managing organizational Culture
This document discusses key aspects of organizational culture including its definition, elements, types, how it is created and transmitted, its role in mergers and acquisitions, and the debate around whether cultures can be managed. It defines organizational culture as the shared assumptions, values, and beliefs that guide how an organization operates. It identifies elements that shape culture like risk tolerance, communication patterns, and reward systems. It also discusses how dominant and subcultures form and how strong versus weak cultures impact organizational effectiveness.
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m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge. The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition. The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
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Many companies have perceived CRM that accompanied by numerous
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individual areas. However, CRM should be considered as a strategy when
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appeared in Wuhan, China towards the end of 2019, its effects began to
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Corporate innovation with Startups made simple with Pitchworks VC Studio
In this write up we will talk about why corporates need to innovate, why most of them of failing and need to startups and corporate start collaborating with each other for survival
At the end of the conversation the CIO asked us 3 questions which sparked us to write this blog.
1 Do my organisation need innovation ?
2 Even if I need Innovation why are so many other corporates of our size fail in innovation ?
3 How can I test it in most cost effective way ?
First let's address the Elephant in the room, is Innovation optional ?
Relevance for customers
Building Business Reslience
competitive advantage
Corporate innovation is essential for businesses striving to remain relevant and competitive in today's rapidly evolving market. By continuously developing new products, services, and processes, companies can better meet the changing needs and preferences of their customers. For instance, Apple's regular release of new iPhone models keeps them at the forefront of consumer technology, while Amazon's introduction of Prime services has revolutionized online shopping convenience. Statistics show that innovative companies are 2.5 times more likely to have high-performance outcomes compared to their peers.
This proactive approach not only helps in retaining existing customers but also attracts new ones, ensuring sustained growth and market presence.
Furthermore, innovation fosters a culture of creativity and adaptability within organizations, enabling them to quickly respond to emerging trends and disruptions. In essence, corporate innovation is the driving force that keeps companies aligned with customer expectations, ultimately leading to long-term success and relevance.
Business Resilience
Building business resilience is paramount for companies looking to thrive amidst uncertainties and disruptions. Corporate innovation plays a crucial role in fostering this resilience by enabling businesses to adapt, evolve, and maintain continuity during challenging times. For instance, during the COVID-19 pandemic, many companies that swiftly innovated their business models, such as shifting to remote work or expanding e-commerce capabilities, managed to survive and even thrive. According to a McKinsey report, organizations that prioritize innovation are 30% more likely to be high-growth companies. Innovation not only helps in developing new revenue streams but also in creating more efficient processes and resilient supply chains. This agility allows companies to quickly pivot in response to market changes, ensuring they can weather economic downturns, technological disruptions, and other unforeseen challenges. Therefore, corporate innovation is not just a strategy for growth but a vital component of building a robust and resilient business capable of sustaining long-term success.
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Developing organizational culture: Few tips
- 2. ORGANIZATIONAL CULTURE VS. ENGAGEMENT THE WAY WE DO THINGS HERE (based on strategic emphasis) HOW OUR PEOPLE FEEL ABOUT IT (working the way we do here) VALUES DRIVING STRATEGY INCREASING JOB SATISFACTION AND COMMITMENT CULTURE ENGAGEMENT
- 3. ORGANIZATIONAL CULTURE VS. BENEFITS THE WAY WE DO THINGS HERE (based on strategic emphasis) ADDITIONAL GUIDES & BOOSTERS (based on values and strategy) VALUES DRIVING STRATEGY DRIVING GOALS & OBJECTIVES CULTURE BENEFITS
- 6. DEVELOP A CLEAR UNDERSTANDING OF YOUR CURRENT CULTURE AND THE DIRECTION Where are the changes and are they big? 2
- 7. KEEP YOUR MIND IN THE OBJECTIVE What you are developing is the organizational behavior: ”how we do things here” 3
- 10. ABOUT HEEBO Finnish startup (2010) Developing and marketing an online solution, the HeeboApp, for developing organizational culture and matching minds with missions. Founded by Susanna Rantanen www.hee.bo