This document discusses sustaining organizational culture change. It begins by explaining that culture represents how things are done in an organization and is an important driver of employee behavior. However, culture is intangible and changing behaviors across an organization is challenging. Most change efforts do not have lasting impact because they do not address the deeper drivers of culture like shared purpose and individual beliefs. To sustain change, interventions must target these underlying aspects of culture. The document advocates for aligning the individual, social, and organizational dimensions of culture to create shared meaning for employees. Leaders play a key role in culture transformation by modeling new behaviors and sending consistent messages. Lastly, the document notes that culture change is a journey that requires going deep, aligning culture
What exactly is culture?
Understand culture using metaphors.
Understanding organisational culture.
Why organisational culture matters?
Explain and use techniques to evaluate organisational culture.
Cultural web
Cultural iceberg
Handy’s four culture types
Competing values framework
How is organisational culture created and preserved?
Can organisational culture be changed?
Discuss cases of cultural blunders.
What are the causes of cultural blunders?
How to minimise cultural blunders.
Meaning of Organizational Culture; Characteristics of Organization Culture; Types of Organization Culture/ Do Organizations Have Uniform Cultures? Functions of Organization Cultures; How Do Employees learn Culture? Creating an Ethical Organizational Culture
Creating a Customer-Responsive Culture.
What exactly is culture?
Understand culture using metaphors.
Understanding organisational culture.
Why organisational culture matters?
Explain and use techniques to evaluate organisational culture.
Cultural web
Cultural iceberg
Handy’s four culture types
Competing values framework
How is organisational culture created and preserved?
Can organisational culture be changed?
Discuss cases of cultural blunders.
What are the causes of cultural blunders?
How to minimise cultural blunders.
Meaning of Organizational Culture; Characteristics of Organization Culture; Types of Organization Culture/ Do Organizations Have Uniform Cultures? Functions of Organization Cultures; How Do Employees learn Culture? Creating an Ethical Organizational Culture
Creating a Customer-Responsive Culture.
Organizational Culture
A common perception held by the organization’s members; a system of shared meaning.
Characteristics:
Innovation and risk taking
Attention to detail
Outcome orientation
People orientation
Team orientation
Aggressiveness
Stability
Do Organizations Have Uniform Cultures?
What Is Organizational Culture? (cont’d)
What Do Cultures Do?
How Culture Begins?
Keeping Culture Alive
Stages in the Socialization Process
How Employees Learn Culture
Creating An Ethical Organizational Culture
Creating a Customer-Responsive Culture..
The Denison Culture Model is a way of looking at an organization to identify, codify and understand organizational culture. This overview sums up the model.
Fostering a great company culture is all the rage, and for good reason – creating a culture where people and the business thrive is what separates the exceptional from the ordinary. Exceptional organizations have cultures that truly unleash the full potential of its people. Employees are inspired, motivated and energized, which has tremendous impact on results. But how does a company quickly transform its culture from ordinary to exceptional? For your culture evolution (or revolution!) to succeed, there are several elements that need to be thoughtfully connected to be truly meaningful. In this webinar, you'll learn about the five fundamental truths to driving culture change.
In every organization there is a talk about organizational culture, that mysterious word that characterizes the qualities of a work environment. One of the key questions and assessments, when employers interview a prospective employee, explores whether the candidate is a good cultural fit. Culture is difficult to define, but you generally know when you have found an employee who appears to fit your culture. He just feels right.
Organizational Culture
A common perception held by the organization’s members; a system of shared meaning.
Characteristics:
Innovation and risk taking
Attention to detail
Outcome orientation
People orientation
Team orientation
Aggressiveness
Stability
Do Organizations Have Uniform Cultures?
What Is Organizational Culture? (cont’d)
What Do Cultures Do?
How Culture Begins?
Keeping Culture Alive
Stages in the Socialization Process
How Employees Learn Culture
Creating An Ethical Organizational Culture
Creating a Customer-Responsive Culture..
The Denison Culture Model is a way of looking at an organization to identify, codify and understand organizational culture. This overview sums up the model.
Fostering a great company culture is all the rage, and for good reason – creating a culture where people and the business thrive is what separates the exceptional from the ordinary. Exceptional organizations have cultures that truly unleash the full potential of its people. Employees are inspired, motivated and energized, which has tremendous impact on results. But how does a company quickly transform its culture from ordinary to exceptional? For your culture evolution (or revolution!) to succeed, there are several elements that need to be thoughtfully connected to be truly meaningful. In this webinar, you'll learn about the five fundamental truths to driving culture change.
In every organization there is a talk about organizational culture, that mysterious word that characterizes the qualities of a work environment. One of the key questions and assessments, when employers interview a prospective employee, explores whether the candidate is a good cultural fit. Culture is difficult to define, but you generally know when you have found an employee who appears to fit your culture. He just feels right.
Organizational culture has a powerful effect on the performance and the long-term effectiveness of organizations. Organizational culture has the power to influence employee behaviors and increase employee commitment and productivity. Therefore, a clear understanding of organizational culture and how to effect its change is important for business leaders because it influences the way that organizations react to the changing demands of the business environment. The goal of this paper is to explore what is meant by organizational culture, why it is important, and how to change an established culture so that it is better aligned with the organization’s strategy.
A Global WorkforceGlobalization Impact on CultureCulture is im.docxsleeperharwell
A Global Workforce
Globalization Impact on Culture
Culture is impacted by globalization, especially when it comes to a popular or dominates culture. Western or "Americanized" cultures are exposed around the globe through popular movies, television shows, fast food chains, books, clothing, and other consumer goods. These pop cultural items bleed into indigenous cultures and change local beliefs, values, and traditions; thus the historical cultures are changed or infused with the dominant culture.
Globalization and Cultural Domination
Cultural domination is one result of globalization. This theory refers to the dominant culture imposing beliefs, values, knowledge, and other cultural social norms onto the other country. A major example here is the Western culture domination over a global environment. The United States is a major capitalist society and therefore shapes values, identities, and perception around the world. As proven in the following example, with great power comes great responsibility.
As companies like McDonald’s move into countries like China, they are influencing the current cultural traditions in their wake. For instance, in China it was not acceptable for children to buy food with their own money; instead they were expected to eat what was placed in front of them. Traditionally McDonald's in Western countries would market to children with toys and happy meals, and they followed the same approach in China. Chinese children began wanting to select their own food when going to McDonalds, and after some time had passed, this has now become a new socially accepted practice (Lim, 2013).
Globalization and Divergence of Cultures
Cultural divergence is another result of globalization. As more and more opportunities for cultural exchanges take place, promotion for tolerance and diversity acceptance are happening. In this theory, a global society is the outcome where ideas are freely exchanged and appreciated, as cultures merge together to form a new inclusive culture. For example, when McDonald's expanded into China, the Chinese culture did not celebrate children’s birthdays. As McDonald's continued to market to children and birthday parties, these celebrations have now become a new custom with Chinese children with the celebration of birthdays (Lim, 2013).
Impact of Globalization on Dominate and Divergent Cultures in the Workplace
As we have seen above, dominant and divergent cultures are powerful theories in shaping society; these societies influence individual’s beliefs, values, and behaviors in the workplace. If dominate cultures are present in an individual's society, these individuals could become highly protective of their beliefs when it comes to workplace policies. Managers must look to adapt and work with all individuals to ensure common ground or a divergent culture is the outcome.
Hofstede’s Cultural Dimensions
Hofstede’s Dimensions of the Basic Human Condition
To successfully manage a global workforce we must understand som.
“I think she’ll fit well into our company.”
“His experience was stellar, but he just wouldn’t be a good fit.”
These phrases are frequently used to describe candidates and whether they will – or won’t – “fit” into an organization’s culture. But what does culture fit really mean? Is there a better way to determine how well a candidate will fit than simply having a good feeling about whether they’ll mesh well? And, how do goals of hiring for culture fit complement—or conflict— with other goals such as diversity or hiring for skills?
This article will explore these questions and provide qbest practices.
Companies can tap their natural advantage when they
focus on changing a few important behaviors, enlist
informal leaders, and harness the power of employees’ emotions.
Hay Group invites you to its signature global business event - the International Conference. Slated to be held in Shanghai this year, the theme of focus is "Leading Transformation". Stay posted for more details on the event!
The social life of ideas: From innovation to profitHay Group India
The main challenge in organizational innovation lies in its execution, and not in having more ideas. Top companies create supportive cultures that transform ideas into profitable investments.
Companies need innovation to survive. In fact, there is no shortage of clever people and smart ideas. Hence the competitive edge comes from having the best execution – from the time the idea is first identified, shepherded through the corporate maze, and into the hands of the paying customer.
And yet, in many companies, the chase for short-term profitability can become the Achilles heel of long-term business sustainability. The way to avoid this is to have a deep-rooted culture that promotes innovation and new ideas to filter up and sideways.
The global economic meltdown has radically changed the deal landscape. Research findings from Hay Group reveal that there are several critical success factors for all executives to keep in mind which make the difference between winning and losing in the M&A game.
The changing face of reward examines how the business drivers of reward are changing due to the impact of the global downturn and other macroeconomic trends in the global economy.
Talent Q’s Dimensions provides a cost-effective way to measure the capability of sales staff, especially when assessing large numbers in revenue-critical roles.
CEOs at the world’s most successful companies know that they can only safeguard their organization’s competitive future if they have the right leaders to develop and implement their strategy.
Future winners are investing in the right leaders today. As in past recessions margins are being cut, costs pushed down, currencies are shifting – and future winning organisations are starting to reposition themselves.
An organisation can be destroyed by its own culture. There’s a slow route to decline and a swift route to catastrophe. In these circumstances, institutional collusion in interpreting key facts leads to pervasive managerial delinquency.
Ask someone to name some management gurus and it’s a pretty safe bet that the name Bob Geldof won’t come top of their list. On the face of it, the rock star who sang about hating Mondays might sound like one of the most unlikely experts on management issues.
In the words of EI guru Dr Daniel Goleman, Emotional Intelligence is: ‘the capacity for recognizing our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships.’
Leadership for tomorrow: Once more, with feelingHay Group India
Know yourself.’ The ancient Greeks considered this a must have
virtue. And they were right, as recent research shows a direct correlation between high leadership performance and accurate self-awareness – in other words, emotional intelligence.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
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3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Improving profitability for small businessBen Wann
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Kyiv PMDay 2024 Summer
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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3. 3
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Psychological approaches to culture emphasize the
shared and deeply-learned skills, habits of thinking,
and mental models employed by individuals in an
organization.
David McClelland’s social motives, which are
characteristics of individuals, play a role in defining
organizational culture. For example, firms
populated largely by individuals selected for a strong
need for achievement will emphasize the
accomplishment of short-term and tangible goals,
often at the expense of longer-term aspirations.
• Relationships and networks
The sociological and social psychological approaches
emphasize group norms as a manifestation of
culture. Norms are the implicit standards and values
that evolve in working groups, and are reflected in
the rules of the game, often most visible in
socialization processes. For instance, it
manifests itself in such advice given to new
employees to ‘keep your head down, don’t
create conflicts, and you will be successful.’
Hence, culture is a social phenomenon
observed in the behavioral patterns that arise
when people interact: the language they use,
the customs and traditions that evolve, and the
rituals they employ in a wide variety of
situations. If you ask people about their
organization’s culture, they may answer in
terms of relationships, for example: ‘We are
very competitive,’ ‘this is a command-and-
control organization,’ or ‘we work as one
team.’
1 Hay Group conducted an extensive review of culture research including: Beyer (1987), Deal and Kennedy (1982),
Douglas (1986), Gagliardi (1990), Geertz (1973), Goffman (1959, 1967), Hofstede (1984), Homans (1950), Jones,
Moore, and Snyder (1988), Pondy, Frost, Morgan, and Dandridge (1983), Smircich (1983), Van Maanen (1976)
Figure 2: The three dimensions of culture
Culture: three interdependent
webs of meaning
Individuals’
motives and
values
People
relationships
and
networks
Organization
purpose and
meaning
Fields of anthropology
and philosophy
The collective and symbolic
fabric of meaning in terms of
which people interpret their
experience and guide their
action
Field of sociology
The form that action
typically takes
The pattern of social and
power interaction
Field of psychology
The core goal , wants,
and needs that people
usually strive to reach and
satisfy
Point of
shared
meaning
5. 5
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New game, new rules
Changing culture is a transformational journey. It’s
certainly not an event. It takes time and self-
awareness. Moreover, individuals and organizations
cannot change if they cannot learn. Hence culture
transformation is really a journey of building
awareness and alignment between where you aspire
to be strategically and the three dimensions of
culture.
The starting point is to understand the strategic
requirements of your organization: what type of
culture is needed to deliver the short- and long-term
results you desire? Leaders need to define the types
of behaviors that will be required to help the
organization be successful. Then, they need to
prioritize the change levers that will produce the
most impactful culture change and focus on
systematically implementing those catalysts for
change [see Figure 3].
Often the most impactful changes are focused
on realigning symbols and artifacts – the
intangible levers of change – coupled with
leadership acting as role models of the new
culture.
One of the biggest challenges in most
organizations is that leadership behaviors,
management systems, and organizational
symbols send conflicting messages to
employees. For example, a company touts
itself as a ‘caring employer’ but employees are
expected to report for work even when they
are ill. Hence, it is critical to make sure that
consistent messages are sent to reinforce the
behaviors that are needed at the individual,
team, and organization levels.
Figure 3: How to transform and align culture
1
7. 7
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When an organization’s culture needs to
significantly evolve or adapt to the environment,
effective leaders are the first ones to make the effort
to demonstrate new behaviors, acknowledge when
they fail, and show resilience to try again. Culture
transformation requires leaders that are engaged in
learning, risk-taking and re-affirming the behaviors
that are expected in an organization.
Leading culture transformation requires the
willingness to ‘go deep’ within oneself and the
organization. Helping others to change their beliefs
and their behaviors requires a clear sense of self,
emotional maturity, and determination to make the
journey over several months (and often years).
Achieving successful change
Culture transformation is a journey that will
challenge the most resilient and experienced
executives and their leadership teams. But that does
not mean that it is to be avoided. Effectively
executed, it is a rewarding experience that leads to
highly-motivated employees, satisfied customers,
and outstanding business results.
Culture is extremely powerful when it
systematically and skillfully translates an
organization’s collective and individual beliefs
into consistent and effective behaviors.
You can be successful if you follow the
principles of culture transformation we have
outlined in this paper:
99 Go ‘deep’ to drive and sustain behavior
change
99 Align organizational culture to the business
strategy
99 Create shared meaning at the individual,
social, and organizational levels
99 Identify the key levers to help implement
culture change
99 Demonstrate self-awareness and
commitment to lead the transformation
Culture transformation is a journey without
a final destination. If undertaken in the right
way, it is a process of continuous improvement
and adaptation that will lead to increased
employee engagement and improved business
performance for everyone involved.
About Hay Group’s global R&D centre for strategy execution
Hay Group’s global R&D centre for strategy execution researches best practices in strategy
execution globally. Based in Singapore, the centre provides a unique East-West perspective for
business leaders all over the world. Our research helps provide insightful advice to executives
looking to build effective organizations for the future.
Contact
Jeff Shiraki Vice-president, Hay Group E| jeff.shiraki@haygroup.com
Andreas Raharso, Ph.D Director, Global R&D centre for strategy execution, Hay Group
E| andreas.raharso@haygroup.com
Agnes Long Research associate, Global R&D centre for strategy execution, Hay Group
E| agnes.long@haygroup.com
Hay Group’s Jean-Marc Laouchez, Katie Lemaire and Ruth Wageman also contributed on this
paper.
8. Hay Group is a global management consulting firm that works with
leaders to transform strategy into reality.We develop talent, organize
people to be more effective and motivate them to perform at their
best. Our focus is on making change happen and helping people
and organizations realize their potential.
We have over 2600 employees working in 85 offices in 48 countries.
For more information please contact your local office through
www.haygroup.com
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