Building a strong management team is the top leadership challenge for social entrepreneurs, according to a global survey. This challenge includes difficulties with external recruiting, internal leadership development, and staff retention. While social entrepreneurs are often inspirational leaders, building managerial capabilities is needed to scale an organization. Interviewed social entrepreneurs emphasized the importance of delegating and ensuring long-term stability through a professional management team, while protecting the social mission. About two-thirds of surveyed entrepreneurs rated building a senior team as a major challenge. Developing others and succession planning were also cited as difficulties. Overall, social enterprises face shortages of experienced managers and funding that compound the challenges of growing a mission-driven organization.
This document provides an agenda and overview for a marketing management course covering the third leg of developing a marketing strategy - arriving at a "Go-To-Market" strategy. The first part reviews the previous two legs covered - choosing target customers/competitors/collaborators and using positioning to develop a marketing mix. The document then outlines an agenda covering introduction to Go-To-Market, hunting and gathering, sales funnel, sales management, selling through channels, and direct selling.
Saurabh Harde has over 4 years of experience in MATLAB/Simulink model-based design and Targetlink autocode generation, specializing in automotive powertrain systems. He is skilled in requirements analysis, modeling, code generation, testing, and verification. Currently working as a powertrain engineer at Magneti Marelli, his previous experience includes projects with Fiat, Cummins, and KPIT focusing on emission control systems and software development. He has expertise in model-based design, onboard diagnostics, code generation and analysis, and integration testing.
Творчество наших земляков (Казахстан, ВКО, Глубоковский район)lenarita5
В данной презентации рассказывается о художниках, народных умельцах и поэтах Глубоковского района восточно-казахстанской области. Их картины, вышивки, стихи и произведения передают красоту нашего края.
Building a strong management team is the top leadership challenge for social entrepreneurs, according to a global survey. This challenge includes difficulties with external recruiting, internal leadership development, and staff retention. While social entrepreneurs are often inspirational leaders, building managerial capabilities is needed to scale an organization. Interviewed social entrepreneurs emphasized the importance of delegating and ensuring long-term stability through a professional management team, while protecting the social mission. About two-thirds of surveyed entrepreneurs rated building a senior team as a major challenge. Developing others and succession planning were also cited as difficulties. Overall, social enterprises face shortages of experienced managers and funding that compound the challenges of growing a mission-driven organization.
This document provides an agenda and overview for a marketing management course covering the third leg of developing a marketing strategy - arriving at a "Go-To-Market" strategy. The first part reviews the previous two legs covered - choosing target customers/competitors/collaborators and using positioning to develop a marketing mix. The document then outlines an agenda covering introduction to Go-To-Market, hunting and gathering, sales funnel, sales management, selling through channels, and direct selling.
Saurabh Harde has over 4 years of experience in MATLAB/Simulink model-based design and Targetlink autocode generation, specializing in automotive powertrain systems. He is skilled in requirements analysis, modeling, code generation, testing, and verification. Currently working as a powertrain engineer at Magneti Marelli, his previous experience includes projects with Fiat, Cummins, and KPIT focusing on emission control systems and software development. He has expertise in model-based design, onboard diagnostics, code generation and analysis, and integration testing.
Творчество наших земляков (Казахстан, ВКО, Глубоковский район)lenarita5
В данной презентации рассказывается о художниках, народных умельцах и поэтах Глубоковского района восточно-казахстанской области. Их картины, вышивки, стихи и произведения передают красоту нашего края.
This document discusses different geometric configurations involving circles and points. It examines a circle passing through a single point, two circles passing through a common point, more than two circles passing through a shared point, a circle passing through two points, two circles passing through two common points, and more circles passing through two points.
This document summarizes a lecture on organizational culture given to PGDM students. It discusses how an organization's culture develops from the interactions employees have both formally and informally. Culture acts as a "mental program" that shapes how employees perceive and behave. An organization's culture is revealed through shared artifacts, behaviors, values, and tacit assumptions among its members. While culture can help drive alignment and integration, there is also a risk of "groupthink" that hinders adapting to new situations. Overall, understanding and managing an organization's culture is important for manager to influence employee behavior and performance.
You do not need to be an MBA to make your business grow. A practical guide that will help you audit if you are on the right track. In case you want to know more call me +91 98210 46013 or write to me skpalekar@hotmail.com
Marketing Strategy explained in 25 Easy Slides for MBA studentsS K "Bal" Palekar
Review cum handout of an elective half-credit course on marketing strategy conducted for second year MBA students at S P Jain Institute of Management and Research.
OPPI (Organization of the Pharma industry) had called me to speak at their national HR Conclave held at Mumbai on how to engage Generation Y (Age 22-35) working in the industry. Instead of giving "gyan" I shared 3 specific ideas which I have successfully put into practice. The audience seemed to love it.
6 Trends created by internet & smart phones that marketers must respectS K "Bal" Palekar
The marketing world has changed in the last 10 years due to access to internet and in the last 5 years due to access to it from the handheld phones. Here is my interpretation and comments based on infographics publsished by McKinsey. Ignore these at your own peril.
This document discusses how an industrial cleaning services company improved its performance. It began by focusing on a specific target market of large industrial customers. It shifted from selling manpower to selling cleaning results and responsibilities. This allowed the company to charge higher prices. The company also improved training for its employees, introduced better machines, and emphasized customer satisfaction. As a result, the company was able to increase prices, become profitable, expand its customer base, and improve employee capabilities.
This document provides an overview of a 3-session course on services marketing taught by Prof. S.K. Palekar. The course aims to prepare students for consulting, business development, and operations roles in IT and ITES industries. Key topics covered include an introduction to services, how services differ from products, how services create value for customers, and how to compete in the services sector. The document also discusses different types of services, factors that distinguish high-contact from low-contact services, and how to organize operations and manage quality for each type.
How to increase the sale using Prof Palekar's MVG ModelS K "Bal" Palekar
This document outlines Prof. S.K. Palekar's "MVG" formula for developing a marketing strategy to increase sales. The formula emphasizes that sales will be higher if a company has: 1) A large, ready market (M); 2) A better value proposition than competitors (V); and 3) An effective go-to-market strategy to reach customers (G). It then provides guidance on assessing companies' markets, value propositions, and go-to-market strategies to identify strengths and weaknesses. The goal is to help companies formulate strategies that optimize their MVG factors to increase sales.
EACH OF US HAS A UNIOUE PERSONATIW thAt iNf IUCNCESact and i.docxsagarlesley
EACH OF US HAS A UNIOUE PERSONATIW thAt iNf IUCNCES
act and inieract. An oi'ganizatian has a personaiity too-we call
the way we
it CULTUBE
Iture !l"lcre 's what Y0U need'to know about organizational cu
E l-t Ortine what organizational culture
m
is and explain why it's important.
@ Crnrre is perceived. lt's not some-
thing that can be physically touched or
seen, but employees perceive it on the
basis of what they experience within the
organization.
s
_q
s
oq
@
@ Crnrre is descriptive. lts concerned
with how members perceive or describe
the culture, not with whether they like it
@ crnrre is Even though indi-
viduals may have different backgrounds
or work at different organizational levels,
they tend to describe the organization's
culture in similar terms.
,r.! li lI il i.it, i :l.r:aI f.i !: :i I .:; ;i j!; i 1,.: ;.; l
Tle siareil,r:irel, prirlples, raiiiilrr. eril l,rays ll Jciril
lhh!,ls lirat irilLrriIJ. lhe rfa,l !f!3rilaiiur.i nteniref$ a.t
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What ls
0 rga n )zati ona I Gu ltu re?
Google has created a
creative and innovative
culture at their headquarters
in Cahfornia with an android
googleplex, bikes, and
bringing your dog to work.
E
!
o
i
E
soo
F
o
45 '"
Dimensions of Organizational Cu lture
Exhibit 2-4
ffi ffi
i that binds them into a community and reminds
i tfrem of "who we are."
I
i describe equipment, key personnel, customers,
_ ] suppliers, processes, products.
ffi
H
I
E
#
ffi M
@
m
@
How Can Culture Be Described?
The seven dimensions (shown in Exhibit 2-41:33
. Bange from /ow(not typical of the culture) to high (especially typical of the culture).
o Provide a composite picture of the organization's culture.
An organization's culture may be shaped by one particular cultural dimension more than the others, thus influencing the
organization s personality and the way organizational members work. For example:
-Applebfocus
is product innovation (innovation and risktaking). The company "lives and breathes" new
product development and employees' work behaviors support that goal.
-Southwest
AL7lrnes has made its employees a central part of its culture (people orientation) and shows this
through the way it treats them.
; Usually reflects the vlsion or mission of founders. i gqlr-a]lnal,stories:
narrative tales of significant
I events or people.
Founders project an image of whatthe organization Gorporate rituals: repetitive sequences of activities
should be and what its values are. I that express and reinforce important organizational
I values and goals.
Founders can "impose" their vision on employees
because of new organization's small size.
f-
lrMaterial symbols or artifacts. layout of facilities,
i how employees dress, size of offices, materlal perks
i provided to executives, furnishings, and so forth.
: special urr*yn.rr, *iqr. termslo
Where Does Culture Come From? How Do Employees Leam the Culture?
How Does 0rganizational Culture Affect Managers?
Ambrosia Humphrey, vice preside ...
The document discusses key factors for organizations to become more nimble. It covers 5 themes: people, processes, technology, ecosystems, and strategy.
Under people, it discusses the importance of culture, roles & responsibilities, evaluating skills supply & demand, evaluating people, and growing existing/recruiting new people.
For processes, it covers agile development, product management, DevOps, change management, service desks, and knowledge management.
When discussing technology, it focuses on enterprise architecture, cloud computing, APIs & microservices, and security.
It also emphasizes the importance of ecosystems by networking with customers, peers, investors, recruiters, and partners.
The overall message is that organizations need
This document provides an overview of organizational behavior concepts including:
- The definition of an organization and its key features.
- Different types of organizational goals and objectives.
- An introduction to organizational behavior including its key elements of people, structure, technology, and the external environment.
- Five models of organizational behavior: autocratic, custodial, supportive, collegial, and system. Each model is defined with an example.
For this Discussion you will write an essay to address the require.docxAKHIL969626
This document provides guidance for writing an essay on project management as part of a course assignment. It describes a scenario where the reader is a project management consultant tasked with developing a project management plan. It lists five requirements for the essay, including creating a PERT/CPM activity network, estimating activity times, identifying critical paths, identifying slack times, and creating a Gantt chart. It also provides five questions to address in the essay around timelines, critical activities, flexible activities, impacts of changes, and recommendations. The document instructs the reader to write the essay as a minimum of one page and to include the textbook as a reference.
Engaged employees provide immeasurable benefits to your organization. It begins at the organizational then managerial, finally employee levels of the organization.
PINAR AKKAYA - A Tale Of Getting ConnectedPinar AKKAYA
The document discusses how HR professionals can leverage social media to support their strategic goals and functions. It outlines how social media can help with talent acquisition by expanding candidate pools and improving employer branding, which can also help with retention. Specific strategies are provided, such as encouraging employees to represent the company on social media, developing online training programs, and using social tools to gather feedback and foster communities. The overall message is that social media provides many opportunities for HR to strengthen their role in achieving organizational strategy.
Professional Etiquette - final presentation 11-24-2015Mark H. Griesbaum
Mark Griesbaum is the Managing Partner of affinITy4U, LLC. He has over 20 years of experience in senior IT leadership roles. This document outlines Mark's professional biography and experience leading IT organizations. It then summarizes the agenda for a presentation on professional etiquette, which includes discussions on office culture, the importance of professionalism, career goals, and preparing for emerging technology trends. The presentation emphasizes respect, credibility, collaboration, and staying relevant through continuous learning and adaptability.
This document discusses different geometric configurations involving circles and points. It examines a circle passing through a single point, two circles passing through a common point, more than two circles passing through a shared point, a circle passing through two points, two circles passing through two common points, and more circles passing through two points.
This document summarizes a lecture on organizational culture given to PGDM students. It discusses how an organization's culture develops from the interactions employees have both formally and informally. Culture acts as a "mental program" that shapes how employees perceive and behave. An organization's culture is revealed through shared artifacts, behaviors, values, and tacit assumptions among its members. While culture can help drive alignment and integration, there is also a risk of "groupthink" that hinders adapting to new situations. Overall, understanding and managing an organization's culture is important for manager to influence employee behavior and performance.
You do not need to be an MBA to make your business grow. A practical guide that will help you audit if you are on the right track. In case you want to know more call me +91 98210 46013 or write to me skpalekar@hotmail.com
Marketing Strategy explained in 25 Easy Slides for MBA studentsS K "Bal" Palekar
Review cum handout of an elective half-credit course on marketing strategy conducted for second year MBA students at S P Jain Institute of Management and Research.
OPPI (Organization of the Pharma industry) had called me to speak at their national HR Conclave held at Mumbai on how to engage Generation Y (Age 22-35) working in the industry. Instead of giving "gyan" I shared 3 specific ideas which I have successfully put into practice. The audience seemed to love it.
6 Trends created by internet & smart phones that marketers must respectS K "Bal" Palekar
The marketing world has changed in the last 10 years due to access to internet and in the last 5 years due to access to it from the handheld phones. Here is my interpretation and comments based on infographics publsished by McKinsey. Ignore these at your own peril.
This document discusses how an industrial cleaning services company improved its performance. It began by focusing on a specific target market of large industrial customers. It shifted from selling manpower to selling cleaning results and responsibilities. This allowed the company to charge higher prices. The company also improved training for its employees, introduced better machines, and emphasized customer satisfaction. As a result, the company was able to increase prices, become profitable, expand its customer base, and improve employee capabilities.
This document provides an overview of a 3-session course on services marketing taught by Prof. S.K. Palekar. The course aims to prepare students for consulting, business development, and operations roles in IT and ITES industries. Key topics covered include an introduction to services, how services differ from products, how services create value for customers, and how to compete in the services sector. The document also discusses different types of services, factors that distinguish high-contact from low-contact services, and how to organize operations and manage quality for each type.
How to increase the sale using Prof Palekar's MVG ModelS K "Bal" Palekar
This document outlines Prof. S.K. Palekar's "MVG" formula for developing a marketing strategy to increase sales. The formula emphasizes that sales will be higher if a company has: 1) A large, ready market (M); 2) A better value proposition than competitors (V); and 3) An effective go-to-market strategy to reach customers (G). It then provides guidance on assessing companies' markets, value propositions, and go-to-market strategies to identify strengths and weaknesses. The goal is to help companies formulate strategies that optimize their MVG factors to increase sales.
EACH OF US HAS A UNIOUE PERSONATIW thAt iNf IUCNCESact and i.docxsagarlesley
EACH OF US HAS A UNIOUE PERSONATIW thAt iNf IUCNCES
act and inieract. An oi'ganizatian has a personaiity too-we call
the way we
it CULTUBE
Iture !l"lcre 's what Y0U need'to know about organizational cu
E l-t Ortine what organizational culture
m
is and explain why it's important.
@ Crnrre is perceived. lt's not some-
thing that can be physically touched or
seen, but employees perceive it on the
basis of what they experience within the
organization.
s
_q
s
oq
@
@ Crnrre is descriptive. lts concerned
with how members perceive or describe
the culture, not with whether they like it
@ crnrre is Even though indi-
viduals may have different backgrounds
or work at different organizational levels,
they tend to describe the organization's
culture in similar terms.
,r.! li lI il i.it, i :l.r:aI f.i !: :i I .:; ;i j!; i 1,.: ;.; l
Tle siareil,r:irel, prirlples, raiiiilrr. eril l,rays ll Jciril
lhh!,ls lirat irilLrriIJ. lhe rfa,l !f!3rilaiiur.i nteniref$ a.t
E
What ls
0 rga n )zati ona I Gu ltu re?
Google has created a
creative and innovative
culture at their headquarters
in Cahfornia with an android
googleplex, bikes, and
bringing your dog to work.
E
!
o
i
E
soo
F
o
45 '"
Dimensions of Organizational Cu lture
Exhibit 2-4
ffi ffi
i that binds them into a community and reminds
i tfrem of "who we are."
I
i describe equipment, key personnel, customers,
_ ] suppliers, processes, products.
ffi
H
I
E
#
ffi M
@
m
@
How Can Culture Be Described?
The seven dimensions (shown in Exhibit 2-41:33
. Bange from /ow(not typical of the culture) to high (especially typical of the culture).
o Provide a composite picture of the organization's culture.
An organization's culture may be shaped by one particular cultural dimension more than the others, thus influencing the
organization s personality and the way organizational members work. For example:
-Applebfocus
is product innovation (innovation and risktaking). The company "lives and breathes" new
product development and employees' work behaviors support that goal.
-Southwest
AL7lrnes has made its employees a central part of its culture (people orientation) and shows this
through the way it treats them.
; Usually reflects the vlsion or mission of founders. i gqlr-a]lnal,stories:
narrative tales of significant
I events or people.
Founders project an image of whatthe organization Gorporate rituals: repetitive sequences of activities
should be and what its values are. I that express and reinforce important organizational
I values and goals.
Founders can "impose" their vision on employees
because of new organization's small size.
f-
lrMaterial symbols or artifacts. layout of facilities,
i how employees dress, size of offices, materlal perks
i provided to executives, furnishings, and so forth.
: special urr*yn.rr, *iqr. termslo
Where Does Culture Come From? How Do Employees Leam the Culture?
How Does 0rganizational Culture Affect Managers?
Ambrosia Humphrey, vice preside ...
The document discusses key factors for organizations to become more nimble. It covers 5 themes: people, processes, technology, ecosystems, and strategy.
Under people, it discusses the importance of culture, roles & responsibilities, evaluating skills supply & demand, evaluating people, and growing existing/recruiting new people.
For processes, it covers agile development, product management, DevOps, change management, service desks, and knowledge management.
When discussing technology, it focuses on enterprise architecture, cloud computing, APIs & microservices, and security.
It also emphasizes the importance of ecosystems by networking with customers, peers, investors, recruiters, and partners.
The overall message is that organizations need
This document provides an overview of organizational behavior concepts including:
- The definition of an organization and its key features.
- Different types of organizational goals and objectives.
- An introduction to organizational behavior including its key elements of people, structure, technology, and the external environment.
- Five models of organizational behavior: autocratic, custodial, supportive, collegial, and system. Each model is defined with an example.
For this Discussion you will write an essay to address the require.docxAKHIL969626
This document provides guidance for writing an essay on project management as part of a course assignment. It describes a scenario where the reader is a project management consultant tasked with developing a project management plan. It lists five requirements for the essay, including creating a PERT/CPM activity network, estimating activity times, identifying critical paths, identifying slack times, and creating a Gantt chart. It also provides five questions to address in the essay around timelines, critical activities, flexible activities, impacts of changes, and recommendations. The document instructs the reader to write the essay as a minimum of one page and to include the textbook as a reference.
Engaged employees provide immeasurable benefits to your organization. It begins at the organizational then managerial, finally employee levels of the organization.
PINAR AKKAYA - A Tale Of Getting ConnectedPinar AKKAYA
The document discusses how HR professionals can leverage social media to support their strategic goals and functions. It outlines how social media can help with talent acquisition by expanding candidate pools and improving employer branding, which can also help with retention. Specific strategies are provided, such as encouraging employees to represent the company on social media, developing online training programs, and using social tools to gather feedback and foster communities. The overall message is that social media provides many opportunities for HR to strengthen their role in achieving organizational strategy.
Professional Etiquette - final presentation 11-24-2015Mark H. Griesbaum
Mark Griesbaum is the Managing Partner of affinITy4U, LLC. He has over 20 years of experience in senior IT leadership roles. This document outlines Mark's professional biography and experience leading IT organizations. It then summarizes the agenda for a presentation on professional etiquette, which includes discussions on office culture, the importance of professionalism, career goals, and preparing for emerging technology trends. The presentation emphasizes respect, credibility, collaboration, and staying relevant through continuous learning and adaptability.
The document discusses predictions about the future of organizations and leadership in the 21st century. It outlines historical shifts in organizational structures and current trends like increased productivity, distributed workforces, and use of social media. Future shifts mentioned include generational changes, greater access to information, desires for work-life balance and fulfillment. The document recommends that leaders attract multi-generational workers, promote collaboration, share resources beyond the organization, and help people pursue fulfillment through their work. Leaders are advised to leverage social tools, treat all employees like CEOs, and focus on developing their core business while contracting additional services.
This document discusses innovative HR practices. It begins by explaining how innovative practices build competencies, capabilities, and foster innovation. It then discusses the need for HR practices to change with trends like increased competition and technological change. It also covers topics like employee motivation, individual innovativeness, organizational citizenship behavior, and the role of the HR leader in bringing innovative ideas and practices to help develop employees and lead the organization successfully.
This document outlines the table of contents for a paper on organizational culture and leadership. The document covers topics such as the influence of leaders on culture, how culture is created, characteristics of organizational culture, how culture affects leadership, and the importance of trust and leadership in culture. It also compares traditional American and Indian leadership styles and discusses how culture shapes leadership and vice versa.
The document discusses enabling cultural change through hiring the right people and having an aligned recruitment process. It highlights the costs of an unaligned process, including negative impacts to culture and high turnover. It contrasts a traditional hiring process focused on experience and technical skills with an agile process led by the team. The agile process prioritizes cultural fit, passion, and potential. It emphasizes identifying candidates with aspirations aligned to the organization's values through behavioral questions. An agile hiring process benefits include strong cultural alignment, low turnover, and evidence of a people-oriented organization.
Socialization is the process by which new employees learn the values, norms, and behaviors needed to be successful members of an organization. There are three stages of socialization: pre-arrival where employees learn about the organization before joining, encounter where expectations are confronted with reality, and metamorphosis where employees transition to insiders. Richard Pascale outlines steps for maintaining organizational culture through socialization, including careful selection of new employees, placement in jobs to test cultural fit, job mastery through training, rewarding cultural adherence, reinforcing stories and folklore, and promoting role models. Employees learn culture through stories, rituals, symbols, language, and by assimilating acronyms and jargon.
The document discusses driving corporate culture in today's marketplace. It provides background on Neddy Perez, the founder of D&I Creative Solutions, who has over 20 years of experience in human resources and diversity and inclusion management. The presentation objectives are to help understand why corporate culture initiatives often fail, key workplace trends, how to leverage internal resources to identify and transform culture, and how to align diversity and inclusion efforts with cultural changes. It provides tips on conducting research internally through employee surveys, interviews, and data to understand the existing culture and subcultures in an organization.
Getting your shift together making sense of organizational culture and changeDani
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.
How to Achieve a Better Product Culture by Pinn VP of PlatformProduct School
Main takeaways:
- How to make sure you're joining a company with a culture for success. Turnover for PMs can be high because, if there is an execution issue or political issue plaguing the company, PMs experience it without protection. However, we can also learn from those experiences to identify when a company and team will actually execute well.
- How to make sure you're hiring the right people. If you're going to be a Product Lead, I'll teach a key behavior trait that's vital. It dives into the "hire smart people, no jerks" but that's easier said than done. I'll share what to really look for and watch out for.
- How to identify and manage the more difficult coworker when inevitably encountering one.
This document outlines a model for organizations to increase customer value through human resources development. It argues that organizations must first define their "organizational nuclei" or core purpose and the experiences they provide customers. They then need the right "people profile" and "organizational design" to allow employees to enhance the organizational nuclei. If the organizational structure supports talent development and retention, employees will increase their contribution, thereby increasing customer value and the organization's potential. When customers and employees both experience increased value, the business can provide more emergent experiences and grow.
The document outlines the goals and agenda for a Gung Ho! organizational excellence program. The program aims to make Gung Ho! principles a way of life at the Yanson Group of Companies. The agenda includes introductions, team-building activities, discussions on organizational culture and excellence, and how to reshape culture through defined values and leadership. The overall goal is to help employees and the organization achieve excellence through developing a strong, managed culture.
The document outlines the goals and activities of a training program called Gung Ho! aimed at building organizational excellence in the Yanson Group of Companies. The program focuses on developing a managed culture through establishing shared values, behaviors, and understanding. It discusses defining excellence, assessing culture, and reshaping culture through leadership commitment to a vision, values, and strategic direction reinforced by roles, management style, and corporate culture.
This document discusses organizational culture, socialization, and mentoring. It defines organizational culture as shared implicit assumptions that determine how a group perceives and reacts. There are three levels of culture - artifacts, espoused values, and basic assumptions. Socialization is the process of learning organizational values and norms. It occurs in three phases - anticipatory, encounter, and change. Mentoring provides career and psychosocial support to help individuals succeed in an organization and learn its culture.
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Ppt on culture and organization sep 2 k14
1. LLEEAARRNNIINNGG TTHHRROOUUGGHH
IINNDDUUSSTTRRIIAALL SSTTOORRIIEESS
HHooww ssttuuddyyiinngg ooff ccuullttuurree hheellppss yyoouu mmaannaaggee bbeetttteerr
Prof S K Palekar
ADMAP COURSE PGDM SEPTEMBER 2014
skpalekar@spjimr.org Visit http://marketing-eye.blogspot.com
2. Manpower is one of the biggest
(1) Problem (2) Opportunity (3) Enigma
in management
Behavior of material and mmaacchhiinneess aanndd mmoonneeyy
iiss pprreeddiiccttaabbllee.. BBuutt bbeehhaavviioorr ooff ppeeooppllee iiss nnoott pprreeddiiccttaabbllee..
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3. And who are these people relevant to managers ?
Managing Those who work for you, yyoouurr ppeeeerrss,, yyoouurr bboosssseess..
MMaannaaggiinngg oouuttssiiddeerrss :: CCuussttoommeerrss,, VVeennddoorrss,, CCoollllaabboorraattoorrss
AAnndd ddoonn’’tt ffoorrggeett :: mmaannaaggiinngg yyoouurrsseellff ……
skpalekar@spjimr.org Visit http://marketing-eye.blogspot.com
4. Elementary Model of Human Behavior
Response
Response
Response
P1 P2 P3
Different Persons P1, P2, P3 respond differently to the same stimulus.
Response to external stimulus is a test of what is “inside” the person.
5. How should managers change
the behavior of the organization
which consists of different people with different backgrounds?
Change people ? Personalities ? Stimuli ? Motivation ?
Sun Pharma : wanted to respond to rapid environmental change
Infosys : Similar behavior from local employees in different countries.
IBM changed from a product selling company to a solution selling one.
6. CHANGING THE ORGANIZATIONAL BEHAVIOR
Through management oversight and intervention
or
through a social pressure of the culture
exerted by the entire organization
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7. How to get the right behavior from the organization consisting of
many different people of different personalities and membership of
so many different past / present groups?
Family
Parents
College
School
Office
Clubs
Reference
Profession
Friends
Neighbors
Some Group Memberships
(A)Cannot be changed
(B)Cannot be easily changed :
(C)Can be changed : Voluntary
8. Make People Behave
Through “Managing through formal oversight from the
top” OR through “self sustaining culture at the bottom” ?
Response
Response
Response
P1 P2 P3
Aim : To get a certain commonality in the behavior of employees
In spite of diversity of people and their backgrounds and their groups
9. 7 S Model
“Engineered and deliberate System” for doing the work. It is
expendable and can be changed quickly
Strategy , Structure, Systems.
Assigned roles and interdependency .
Internal interest groups.
People : “software” embedded
in the individuals
Staff and Skills
Culture : “software” embedded
in the workplace as a whole
and takes time to develop
Style and Shared Values
Culture is a mental program /
software that runs in the background
without your being aware of it.
Culture is not what you have been
told formally or in some manual but
what you learnt on your own through
the process of “culturisation” within
the company. You know the “right
behaviors” needed to “fit in” and
join the undercurrent of mutual
expectations from employees within
the organization.
skpalekar@spjimr.org Visit http://marketing-eye.blogspot.com
10. Shein’s Model of Culture
Artifacts can be seen or felt by even a casual visitor
Facilities, offices, furnishings, Awards, Recognition, Dress Code,
Behavior of employees, Employee scripts, Mission statements.
Behavioral : rituals and ceremonies and collective interpersonal behavior
Myths, stories, sagas, language
Values : preferences : these can studied by interviewing the
organization's membership.
Tacit assumptions are unspoken rules that run deep and
sometimes even the members cannot articulate them well.
Sometimes they are even a taboo to discuss
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11. How Japanese captured the US auto market?
Artifacts : Uniform, CCoommmmoonn ppllaacceess
RRiittuuaallss :: mmoorrnniinngg rriittuuaallss
VVeerrbbaall :: qquuaalliittyy cciirrcclleess ((iimmppoorrttaannccee ggiivveenn))
VVaalluueess :: YYoouu,, yyoouurr ttaalleenntt aanndd yyoouurr ccoonnttrriibbuuttiioonn iiss vvaalluueedd
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12. How Culture Needs to be appropriate to the
industry
SSoonnyy
PPaannaassoonniicc
AAIIWWAA
skpalekar@spjimr.org Visit http://marketing-eye.blogspot.com
13. What is the use of culture ? It creates less day to day
burden of managing and it promotes self learning
External Alignment : A good culture holds the potential for
generating sustained competitive advantage
Internal integration : Shapes correct employee behavior through
socialization at workplace. Reinforces culture on a daily basis
and work towards achieving its vision, mission, and goals
Strong cultures guide the people unknowingly what is the right
thing to do. It fosters employee motivation and loyalty. It
increases cohesiveness among various departments and
divisions. It promoting consistency and coordination and control
within the company.
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14. Each Group Has
FORMAL / ORGANIZATIONAL SIDE ( TOP DOWN)
Membership criteria to decide who is “in” and who is not.
Norms of conduct to set expectations
Privileges of membership and affiliation
Way of grading members and treating them differently.
Pressure of reward / punishment system
INFORMAL / CULTURAL SIDE ( BOTTOM UP)
Membership criteria to decide who is “in” and who is not.
Norms of conduct to set expectations
Privileges of membership and affiliation
Way of grading members and treating them differently.
Pressure of social acceptance and recognition
skpalekar@spjimr.org Visit http://marketing-eye.blogspot.com