This document discusses developing organizational culture through establishing a clear organizational vision and goals. It also discusses the importance of evaluating employee behavior and needs using models like Maslow's Hierarchy of Needs. Developing organizational culture also involves engaging employees, promoting learning and knowledge sharing, supporting the community through charitable initiatives, and celebrating achievements. Regular evaluations, clear conflict resolution processes, and consideration of stockholder views are also important.

1. Business Excellence Readings Group

2. Management System Organizations are made of groups. Human resources, sales, accounting, etc. Christians, Jews, Muslims… Football fans, basketball fans, baseball fans... As a manager it’s necessary to coach these groups on organizational goals.

3. Organizational Culture How these groups interact forms an organizational culture. People depend on an established and consistent culture. People fear change.

4. Behavioral Analysis Behavioral Analysis is concerned with the behavior of people at the workplace. Business is behavior. Organizations must be able to understand, describe, and predict employee behavior.

5. Developing Organizational Culture A. Organizational Vision Wal-mart: We save people money so they can live better. Exxon Mobil: Exxon Mobil Corporation is committed to being the world's premier petroleum and petrochemical company. To that end, we must continuously achieve superior financial and operating results while adhering to the highest standards of business conduct.

6. Developing Organizational Culture B. Employees

7. Developing Organizational Culture C. Learning & Knowledge Management D. Community/Customer Services Home Depot: $5,000 for nonprofit organizations and publics schools to improve community NFL: Play 60 E. Periodical Evaluations

8. Developing Organizational Culture F. Events Celebration G. Conflict Resolution H. Stockholders view I. Supplier Relationships

9. Maslow’s Hierarchy of Needs

10. Work Motivators 1. Money 2. Independence 3. Management 4. Security 5. Co-workers 6. Self Development 7. Prestige 8. Altriusm

11. Observing Behavior Antecedent Behavior Consequence Define behavior Look for trigger What’s the result

12. Organizational Leadership

13. Leadership & Motivation Reward x Performance x Instrumentality = Motivation

14. Performance Management Commitment to human resources excellence Dedicated work drivers Benchmarks and proven approaches Move the needle on engagement Healthy lust for kaizen Increasing driving forces