What young professionals need to know about the value of organizational culture.

1. Organizational Culture:
An Introduction

2. “93% of employers agree that a
candidate’s demonstrated
capacity to think critically,
communicate clearly, and solve
complex problems is more
important than their
undergraduate major.”
http://www.aacu.org/leap/documents/2013_EmployerSurvey.pdf

3. “Getting to the corner office has more
to do with leadership talent and a
drive for success” than graduating
with a specific degree from a
prestigious university. In other words
no one degree is necessarily better
than another when moving up the
corporate ladder or earning potential.”
http://www.webco.cc/any-college-will-do.shtml

4. “In industries across the
board, employers viewed an
internship as the single more
important credential for
recent grads. More than
where you went to school
and what you majored in.”
http://chronicle.com/article/The-Employment-Mismatch/137625/

5. 88% of employers are
looking for a “cultural fit”
over skills in their next
hire as more companies
focus on attrition rates.
Dan Schawbel, “Trend: Companies Hire for Cultural Fit Over Qualifications,” The Fast Track, March 1, 2013.
http://quickbase.intuit.com/blog/2013/03/01/trend-companies-hire-for-cultural-fit-over-qualifications/

6. “Companies are more strict about
who they hire today than in
previous years because of the
economy and the cost of hiring.
Today, it’s not just about finding the
person that can do the job, but
finding someone who can fit into
the corporate culture.”
Dan Schawbel, “Trend: Companies Hire for Cultural Fit Over Qualifications,” The Fast Track, March 1, 2013.
http://quickbase.intuit.com/blog/2013/03/01/trend-companies-hire-for-cultural-fit-over-qualifications/

7. The need to
understand and
demonstrate
Googleness

8. Foundation
1. Global jobs war
2. Number of U.S. firms/organizations
3. Per capita income
4. Fortune 100 pension trends
5. Free agents
6. Virtual work

11. This new world war for good jobs will
trump everything else. That's because
the lack of good jobs will become the
root cause of almost all world
problems that America and other
countries will attempt to deal with
through humanitarian aid, military
force, and politics.
Jim Croft, The Coming Jobs War

12. Non-employer
firms,
21,351,320,
78%

13. Category Firms Percent of all
Percent of
employer firms
Firms with 1 to 4 employees 3,617,764 13.3% 61.0%
Firms with 5 to 9 employees 1,044,065 3.827% 17.6%
Firms with 10 to 19 employees 633,141 2.321% 10.7%
Firms with 20 to 99 employees 526,307 1.929% 8.9%
Firms with 100 to 499 employees 90,386 0.331% 1.5%
Firms with 500 employees or more 18,469 0.068% 0.31%
Firms with 500 to 749 employees 6,060 0.022% 0.10%
Firms with 750 to 999 employees 3,038 0.011% 0.05%
Firms with 1,000 to 1,499 employees 3,044 0.011% 0.05%
Firms with 1,500 to 1,999 employees 1,533 0.006% 0.03%
Firms with 2,000 to 2,499 employees 904 0.003% 0.02%
Firms with 2,500 to 4,999 employees 1,934 0.007% 0.03%
Firms with 5,000 employees or more 1,956 0.007% 0.03%
Firms with 5,000 to 9,999 employees 975 0.004% 0.02%
Firms with 10,000 employees or more 981 0.004% 0.02%

15. Year Inflation
2012 2.10%
2011 3.20%
2010 1.60%
2009 -0.40%
2008 3.80%
2007 2.80%
2006 3.20%
2005 3.40%
2004 2.70%
2003 2.30%
2002 1.60%
2001 2.80%
2000 3.40%
Total 32.50%

20. Assessments
1. Employer’s view on what they
need from new employees
2. Employer’s view of professionalism
3. Your professional skills
4. The 7 types of work
5. The Path to Success

21. http://www.aacu.org/leap/presidentstrust/compact/index.cfm

22. The majority of both managers and HR
personnel feel that the definition of what
is professional should not be subject to
change. The attitude appears to be that
young employees should learn to
conform to current standards of
professionalism rather than the
standards being modified in response to
larger societal changes.
York College of Pennsylvania, “2012 Professionalism in the Workplace Study,” Center for Professional Excellence, 2012.
http://www.hrhero.com/hl/articles/2013/04/18/professionalism-in-perspective-are-attitudes-on-whats-professional-changing/

23. NA 1 2 3 4 5
COMMUNICATION SKILLS
Speaking: Prepared speaking and presentation skills
Speaking: Impromptu speaking skills
Written communication skills: use of correct grammar and spelling
Listening skills: demonstrate ability to listen and understand various points of view
Conflict resolution skills
Conveys position and receptive body language
Meeting management skills
Information literacy skills: ability to locate and identify relevant information
Information literacy skills: ability to convey thoughts in a professional and succint manner
SOCIAL NETWORK/ONLINE SKILLS
Search results on yourself uncover only positive findings
Does not disclose private/client information online
Social networks have appropriate pictures and content
Can switch between abbreviated texting/writing and professional writing
ORGANIZATIONAL SKILLS
Ability to prioritize issues
Ability to manage time and meet deadlines as requested
Abiity to balance life and work issues
Demonstrate a high level of reliability
VISIONARY SKILLS
Ability to see the big picture
Ability to think outside of the box
Comfortable being uncomfortable
Willingness to try something new or take a calculated risk
PROFESSIONALISM
Provides a professional image at all times
Ability to effectively wrok as a team member
Ability to work as a team leader
Scale
Skill
Have
only
one 4 or
5 per
section
Out of
all listed
– what
is your
#1 skill
and
why?

26. Organizational Culture
1. The Organizational Culture
Assessment Instrument (OCAI)
• 6 Sections – one at a time
2. Competing Values
3. Models

27. Dominant Characteristics Score Organi
The organization is a very personal place. It is like an extended family.
People seem to share a lot of themselves.
The gl
Comm
The organization is a very dynamic entrepreneurial place. People are willing
to stick their necks out and take risks.
The gl
and de
The organization is very results oriented. A major concern is with getting the
job done. People are very competitive and achievement oriented.
The gl
achiev
comm
The organization is a very controlled and structured place. Formal procedures
generally govern what people do.
The gl
Mainta
Total (make sure equals 100) Total (
Organizational Leadership Strateg
The leadership in the organization is generally considered to exemplify
mentoring, facilitating, or nurturing.
The or
and pa
Sample
20
10
60
10
100

28. Dominant Characteristics Score Organi
The organization is a very personal place. It is like an extended family.
People seem to share a lot of themselves.
The gl
Comm
The organization is a very dynamic entrepreneurial place. People are willing
to stick their necks out and take risks.
The gl
and de
The organization is very results oriented. A major concern is with getting the
job done. People are very competitive and achievement oriented.
The gl
achiev
comm
The organization is a very controlled and structured place. Formal procedures
generally govern what people do.
The gl
Mainta
Total (make sure equals 100) Total (
Organizational Leadership Strateg
The leadership in the organization is generally considered to exemplify
mentoring, facilitating, or nurturing.
The or
and pa

29. generally govern what people do. Mainta
Total (make sure equals 100) Total (
Organizational Leadership Strateg
The leadership in the organization is generally considered to exemplify
mentoring, facilitating, or nurturing.
The or
and pa
The leadership in the organization is generally considered to exemplify
entrepreneurship, innovating, or risk taking.
The or
challen
valued
The leadership in the organization is generally considered to exemplify a no-
nonsense, aggressive, results-oriented focus.
The or
Hitting
The leadership in the organization is generally considered to exemplify
coordinating, organizing, or smooth-running efficiency.
The or
contro
Total (make sure equals 100) Total (
Management of Employees Criteria
The management style in the organization is characterized by teamwork,
consensus, and participation.
The or
human

30. coordinating, organizing, or smooth-running efficiency. contr
Total (make sure equals 100) Tota
Management of Employees Criter
The management style in the organization is characterized by teamwork,
consensus, and participation.
The
huma
peop
The management style in the organization is characterized by individual risk-
taking, innovation, freedom, and uniqueness.
The
or ne
The management style in the organization is characterized by harddriving
competitiveness, high demands, and achievement.
The
mark
leade
The management style in the organization is characterized by security of
employment, conformity, predictability, and stability in relationships.
The
deliv
Total (make sure equals 100) Tota

31. Score Organization Glue Score
The glue that holds the organization together is loyalty and mutual trust.
Commitment to this organization runs high.
The glue that holds the organization together is commitment to innovation
and development. There is an emphasis on being on the cutting edge.
The glue that holds the organization together is the emphasis on
achievement and goal accomplishment. Aggressiveness and winning are
common themes.
The glue that holds the organization together is formal rules and policies.
Maintaining a smooth-running organization is important.
Total (make sure equals 100)
Strategic Emphases

32. Total (make sure equals 100)
Strategic Emphases
The organization emphasizes human development. High trust, openness,
and participation persist.
The organization emphasizes acquiring new resources and creating new
challenges. Trying new things and prospecting for opportunities are
valued.
The organization emphasizes competitive actions and achievement.
Hitting stretch targets and winning in the marketplace are dominant.
The organization emphasizes permanence and stability. Efficiency,
control and smooth operations are important.
Total (make sure equals 100)
Criteria of Success
The organization defines success on the basis of the development of

33. Total (make sure equals 100)
Criteria of Success
The organization defines success on the basis of the development of
human resources, teamwork, employee commitment, and concern for
people.
The organization defines success on the basis of having the most unique
or newest products. It is a product leader and innovator.
The organization defines success on the basis of winning in the
marketplace and outpacing the competition. Competitive market
leadership is key.
The organization defines success on the basis of efficiency. Dependable
delivery, smooth scheduling and low-cost production are critical.
Total (make sure equals 100)

34. Competing Values Framework

36. “The Competing Values of Leadership, Effectiveness and Organizational Theory by Cameron and Quinn, 2006.

37. “Too many students fail
to engage in the process
of figuring out what they
want to get out of their
entire college
experience.”
Jeff Selingo, Chronicle of Higher Education