By Dennis T. Jaffe and Cynthia D. Scott
Organizations appear to have two kinds of values—hard values about profitability and business success, and softer values about people and relationships. And when push comes to shove, the conventional wisdom is that the soft values are sacrificed to the harder ones. Many people are deeply cynical when they hear about a company’s soft values, because they feel that these values about people are the first to go in times of crisis. However, some leaders feel that the softer values are just as important as the hard ones. If people do not feel that their organization can be trusted, that there are not some core values that their company stands for and is willing to struggle to uphold, then the fabric that ties people to the organization will weaken. When weakened, the willingness of people to put extra effort, to extend themselves, and to help the organization make a difference diminishes. Companies have begun to look to values as the core behind which their people can rally.
How to Link Personal Values with Team ValuesCynthia Scott
How to Link Personal Values with Team Values
Here’s how companies such as Levi Strauss, AT&T, and Nordstrom conduct a values discussion to resolve conflicts between people’s personal values and those of their team or organization. The result is behavior that expresses the desired values and workers’ commitment to company goals.
American Society for Training and Development (ASTD), March 1998
By Dennis T. Jaffe, Ph.D. & Cynthia D. Scott, Ph.D.
1.Sommaire Cours gestion de l'EntrepriseNebil MRABET
Ce cours est destiné pour les étudiants de première année du Département Sciences Economiques et Gestion, Licence Appliquée Administration des Affaires : Gestion des entreprises.
In this presentation I gave in the 3rd Edition: Advanced Model Validation Conference, I first introduced the regulatory expectation on model risk aggregation and the general industry practices, and then discussed the typical qualitative approach with key enhancement opportunities highlighted.
How to Link Personal Values with Team ValuesCynthia Scott
How to Link Personal Values with Team Values
Here’s how companies such as Levi Strauss, AT&T, and Nordstrom conduct a values discussion to resolve conflicts between people’s personal values and those of their team or organization. The result is behavior that expresses the desired values and workers’ commitment to company goals.
American Society for Training and Development (ASTD), March 1998
By Dennis T. Jaffe, Ph.D. & Cynthia D. Scott, Ph.D.
1.Sommaire Cours gestion de l'EntrepriseNebil MRABET
Ce cours est destiné pour les étudiants de première année du Département Sciences Economiques et Gestion, Licence Appliquée Administration des Affaires : Gestion des entreprises.
In this presentation I gave in the 3rd Edition: Advanced Model Validation Conference, I first introduced the regulatory expectation on model risk aggregation and the general industry practices, and then discussed the typical qualitative approach with key enhancement opportunities highlighted.
Après le management 1.0, orienté ‘Command & Control’ puis le management 2.0, plus orienté vers la connexion et la collaboration au sein des équipes, le terme Management 3.0 fait son apparition et peut être défini comme la compréhension et la prise en compte qu’une organisation est un système complexe et adaptatif. Et donc d’appliquer un management le plus agile possible.
A l'occasion du Congrès du Management de Projet qui s'est tenu les 3 et 4 avril 2013 à l'Université de Lausanne, Jean-Pierre Rey Prof. à la HES-SO Valais-Wallis a présenté les principes qui sous-tendent ce type de management, les liens avec la méthodologie agile de gestion de projets et proposé quelques réflexions au sujet de ses opportunités et impacts possibles dans l’entreprise.
Comunicazione Interna: il modello Nomesis in 7 stepsDaniela Bandera
Cos'è la comunicazione interna, a cosa serve, chi coinvolgere e come, quali strumenti e processi organizzativi servono per implementare una funzione importante che aiuta a motivare i collaboratori, legittimare e leaders e aumentare la reputazione interna ed esterna.
L'impact de la promotion des ventes sur la fidélité des abonnés du mobileBocar Bocoum
"Le parc global de lignes de téléphones mobiles est estimé au 31 Mars 2014, à 14 273 269 lignes"1 pour une population de 13 508 715 habitants et le taux de pénétration du parc continue de progresser, pour s’établir à 111,52% . Le marché devient saturé et à cela s'ajoute l'annonce du gouvernement, en Mars 2013, d'attribuer une quatrième licence de téléphonie.
Pour continuer à assurer leur rentabilité, les trois acteurs de ce marché, Orange, Tigo et Expresso, ont le choix entre attirer de nouveaux clients (puiser chez le concurrent) où fidéliser les clients déjà acquis. Or, les coûts d’un marketing défensif, qui consiste à accorder la priorité à la fidélisation plutôt qu'à l'acquisition de nouveaux clients, sont cinq fois inférieurs aux coûts d’une politique offensive.
Au moment où la fidélisation est devenue une nécessité pour ces opérateurs actuels, nous remarquons une forte utilisation de la promotion des ventes par ces derniers. L'intérêt de la promotion réside dans le fait qu'elle est un ensemble de techniques destinées à stimuler les ventes, en augmentant le volume d'achat des consommateurs à une période bien déterminée, par la réduction des prix entre autres. Mais dans un marché où les consommateurs sont sensibles au prix, nous allons au cours de cette étude voir l'impact de ces promotions sur la fidélité des abonnés.
Chapter 9: Social Behavior and Good GovernanceKimber Palada
Chapter 9: Organization's Vision, Values & Mission from the book of Corporate Social Responsibility and Good Governance by Samuel Mejia Salvador, Gloria J. Toletino-Baysa & Ellinor C. Fua-Geronimo
Corporate values articulate what guides an organization’s behavior and decision making. They can boost innovation, productivity, and credibility, and help deliver thereby sustainable competitive advantage. However, a look at typical statements of corporate values suggests much work remains to be done before organizations draw real benefits from them.
Your Culture Shapes What Your Business BecomesBill Thomas
Your organization’s culture is not what your CEO or executive team believes it is or proclaims it to be. It’s what your employees, customers and investors believe it to be. This article discusses three keys to shaping a culture that aligns with the business, rather than letting one’s culture determine the business.
Principal of Management Report : Pharmaplex CompanyShahzeb Pirzada
Shahzeb Pirzada and his group partners make a report on a survey of a company "Pharmaplex".....
Course: Principal of Management
Details:
The organization is truly product based organization, the task provided to us is to know hierarchy of the organization the way they deal along with their products the management levels of their organization, the shareholders, the profit loss of the organization, the distribution of their products in market, to know their policy of leading their business to the peaks of the sky.
Anna Taylor (Speaker) West Coast DEI Lead, VMLY&R
Demographic transference within organizations is shifting and there will continue to be an upsurge of more diverse and inclusive organizations as they outperform homogeneous organizations. But this is a slow progression, where can we start making organizational transformation now? We can start from the bottom; employees have more power than they may realize, to affect change. And although this may seem like a daunting call-to-action, employees have the power irrespective of budget or team size, to make an indelible impact on organizational change. Like many effectual grassroots movements, employees have the ability to create a new model that renders the existing model obsolete and lead the evolution of organizational transformation.
Ob unit-v- Osmania University Syllabus- BBA-1st YearBalasri Kamarapu
: ORGANIZATIONAL CULTURE, CONFLICT AND EFFECTIVENESS :
Concept of Organizational Culture, Distinction between organizational culture and organizational
climate, Factors influencing organizational culture, Morale- concept and types of morale.
Managing conflict, Organizational Effectiveness - Indicators of organizational
effectiveness, Achieving organizational effectiveness. Organizational Power and Politics.
ORGANIZATIONAL BEHAVIOUR- UNIT-5-BBA-OSMANIA UNIVERSITY, Organizational Culture , Factors influencing organizational culture, Morale, Types of Morale, Organizational Effectiveness, Indicators of organizational effectiveness, Achieving Organizational effectiveness, Managing conflict, Causes of conflict , How to manage conflicts in an organisation , Managing conflict with the boss , Managing conflict with peers/colleagues , Managing conflicts with the subordinates .
Après le management 1.0, orienté ‘Command & Control’ puis le management 2.0, plus orienté vers la connexion et la collaboration au sein des équipes, le terme Management 3.0 fait son apparition et peut être défini comme la compréhension et la prise en compte qu’une organisation est un système complexe et adaptatif. Et donc d’appliquer un management le plus agile possible.
A l'occasion du Congrès du Management de Projet qui s'est tenu les 3 et 4 avril 2013 à l'Université de Lausanne, Jean-Pierre Rey Prof. à la HES-SO Valais-Wallis a présenté les principes qui sous-tendent ce type de management, les liens avec la méthodologie agile de gestion de projets et proposé quelques réflexions au sujet de ses opportunités et impacts possibles dans l’entreprise.
Comunicazione Interna: il modello Nomesis in 7 stepsDaniela Bandera
Cos'è la comunicazione interna, a cosa serve, chi coinvolgere e come, quali strumenti e processi organizzativi servono per implementare una funzione importante che aiuta a motivare i collaboratori, legittimare e leaders e aumentare la reputazione interna ed esterna.
L'impact de la promotion des ventes sur la fidélité des abonnés du mobileBocar Bocoum
"Le parc global de lignes de téléphones mobiles est estimé au 31 Mars 2014, à 14 273 269 lignes"1 pour une population de 13 508 715 habitants et le taux de pénétration du parc continue de progresser, pour s’établir à 111,52% . Le marché devient saturé et à cela s'ajoute l'annonce du gouvernement, en Mars 2013, d'attribuer une quatrième licence de téléphonie.
Pour continuer à assurer leur rentabilité, les trois acteurs de ce marché, Orange, Tigo et Expresso, ont le choix entre attirer de nouveaux clients (puiser chez le concurrent) où fidéliser les clients déjà acquis. Or, les coûts d’un marketing défensif, qui consiste à accorder la priorité à la fidélisation plutôt qu'à l'acquisition de nouveaux clients, sont cinq fois inférieurs aux coûts d’une politique offensive.
Au moment où la fidélisation est devenue une nécessité pour ces opérateurs actuels, nous remarquons une forte utilisation de la promotion des ventes par ces derniers. L'intérêt de la promotion réside dans le fait qu'elle est un ensemble de techniques destinées à stimuler les ventes, en augmentant le volume d'achat des consommateurs à une période bien déterminée, par la réduction des prix entre autres. Mais dans un marché où les consommateurs sont sensibles au prix, nous allons au cours de cette étude voir l'impact de ces promotions sur la fidélité des abonnés.
Chapter 9: Social Behavior and Good GovernanceKimber Palada
Chapter 9: Organization's Vision, Values & Mission from the book of Corporate Social Responsibility and Good Governance by Samuel Mejia Salvador, Gloria J. Toletino-Baysa & Ellinor C. Fua-Geronimo
Corporate values articulate what guides an organization’s behavior and decision making. They can boost innovation, productivity, and credibility, and help deliver thereby sustainable competitive advantage. However, a look at typical statements of corporate values suggests much work remains to be done before organizations draw real benefits from them.
Your Culture Shapes What Your Business BecomesBill Thomas
Your organization’s culture is not what your CEO or executive team believes it is or proclaims it to be. It’s what your employees, customers and investors believe it to be. This article discusses three keys to shaping a culture that aligns with the business, rather than letting one’s culture determine the business.
Principal of Management Report : Pharmaplex CompanyShahzeb Pirzada
Shahzeb Pirzada and his group partners make a report on a survey of a company "Pharmaplex".....
Course: Principal of Management
Details:
The organization is truly product based organization, the task provided to us is to know hierarchy of the organization the way they deal along with their products the management levels of their organization, the shareholders, the profit loss of the organization, the distribution of their products in market, to know their policy of leading their business to the peaks of the sky.
Anna Taylor (Speaker) West Coast DEI Lead, VMLY&R
Demographic transference within organizations is shifting and there will continue to be an upsurge of more diverse and inclusive organizations as they outperform homogeneous organizations. But this is a slow progression, where can we start making organizational transformation now? We can start from the bottom; employees have more power than they may realize, to affect change. And although this may seem like a daunting call-to-action, employees have the power irrespective of budget or team size, to make an indelible impact on organizational change. Like many effectual grassroots movements, employees have the ability to create a new model that renders the existing model obsolete and lead the evolution of organizational transformation.
Ob unit-v- Osmania University Syllabus- BBA-1st YearBalasri Kamarapu
: ORGANIZATIONAL CULTURE, CONFLICT AND EFFECTIVENESS :
Concept of Organizational Culture, Distinction between organizational culture and organizational
climate, Factors influencing organizational culture, Morale- concept and types of morale.
Managing conflict, Organizational Effectiveness - Indicators of organizational
effectiveness, Achieving organizational effectiveness. Organizational Power and Politics.
ORGANIZATIONAL BEHAVIOUR- UNIT-5-BBA-OSMANIA UNIVERSITY, Organizational Culture , Factors influencing organizational culture, Morale, Types of Morale, Organizational Effectiveness, Indicators of organizational effectiveness, Achieving Organizational effectiveness, Managing conflict, Causes of conflict , How to manage conflicts in an organisation , Managing conflict with the boss , Managing conflict with peers/colleagues , Managing conflicts with the subordinates .
phase of Appreciative Inquiry, theyengage stakeholders in st.docxmattjtoni51554
phase of Appreciative Inquiry, they
engage stakeholders in structured con-
versations that reconnect them with
their positive core—success factors and
best practices that best explain how and
why they’ve been at their best.
This search for continuity—a collec-
tive articulation of strengths that must be
preserved—does four key things to ensure
a successful change effort:
1. It creates psychological safety. Ex-
pressing, in dialogue with others, those
things that have most contributed to
our success gives us a sense of belong-
ing and being respected. This makes
the work setting less threatening before
we engage in imagining the future.
2. It creates positive affect, which
stimulates a basic orientation toward
compassion and concern for the other.
Under conditions of positive emotional
arousal, people are more future-orient-
ed, open to change, and interested in
learning and development.
3. It uncovers a cooperative core of
practices and behaviors that can be used
for future collaborations. Best practices
are usually the result of collaborative
effort, and remind stakeholders of pos-
sibilities inherent in cooperation and col-
laboration. When two participants speak
to the same collaborative out-
comes in a sharing and listen-
ing exchange, they confirm
the efficacy of their abilities,
and begin to imagine greater
achievements because they
see other stakeholders as
more capable as well.
4. It creates a holding envi-
ronment that encourages
experimentation and further
exploration. Most resistance to change is
misread as disagreement with the pre-
ferred solution or as ignorance. It comes
from fear of the unknown or a feeling of
disruption. Reconnecting with strengths
that provide continuity gives people
renewed confidence and stability from
which they can embrace uncertainty.
When people search together for
continuity, awareness of the whole sys-
tem is enhanced. Concern for me gives
way to a genuine interest in we.
So, begin a change process by asking:
What is not going to change? Search for
what gives continuity and life to the
organization when it is at its very best
in order to create positive dialogue, and
collaborative connections to better imag-
ine future possibilities and co-create
changes to enact the preferred future. LE
Ronald Fry is Chair and Professor of Organizational Behavior
at Weatherhead Executive Education. Visit www.Case.edu.
ACTION: Lead change by managing continuity.
Managing Continuity
IS YOUR TEAM ONE BIGhappy family? Or
maybe you take pride in
being a lean, mean, fightin’ machine.
These familiar metaphors are used in
casual conversation every day to
describe business teams. But metaphors
are more than mere figures of speech.
When understood properly, they are
powerful tools for leading teams.
A metaphor is the substitution of one
word or idea for another. Business com-
petition, for example, is a battleground or
an arena. The substitution describes
vividly and concisely the essential qual-
ities of a thi.
Take a moment to look over the prompts below and formulate a conce.docxDustiBuckner14
Take a moment to look over the prompts below and formulate a concept of the managerial excellence you will seek to practice as you grow in life and your career.
This will be your Ethical Leadership Pledge.
Do look to examples in your textbook such as Volkswagen, IKEA, Deloitte or any others (in or out of the class) for inspiration.
Please write your pledge opening with
"As a leader I pledge:" [then continue based on the items below]
1.
Core Values:
a) List 3 (or more) values that define your leadership style
b)
Describe in detail what each value means (don't just put up a word, offer context and depth in 2-3 sentences each)
2.
Team building:
a) Describe your process for finding talent, building and incentivizing team strength (2-3 sentences)
b)
Some additional inspiration:
c)
Servant-leadership is the idea that a leader's job is to facilitate and not to dictate. Here are some core values to consider:
i.
Encourage diversity of thought.
ii.
Create a culture of trust.
iii.
Have an unselfish mindset.
iv.
Foster leadership in others.
3.
Earning trust/buy-in (3-4 sentences)
a) Detail how you will build trust
b) Describe how you will earn your team's "buy-in" (meaning how you will persuade them to see value)
c)
Some ideas to consider: Evidence-based management (using testing and research to reduce workplace politics), instilling best practices (hopefully this class has given you many), communication & collaboration, sharing ownership, de-centralizing/centralizing decision-making, providing good governance
d)
Please use at least 2 concepts from Chapter 12 (though some are in the list I've given you above)
4.
Elaborate on how you will practice and instill ethics best practices
a) Reference at least 3 concepts from Chapter 9
b) You are free to expand after you reference 3 concepts.
· These prompts are the minimum expected. You may venture beyond should you so choose.
· YES, you may write in FIRST PERSON! This is about you and there are NO wrong answers.
· Please copy this to a document and keep it so you can reflect on it after class has finished and iterate upon it as you grow as a leader.
Comment on TWO other classmates posts offering feedback on at least TWO concepts they have shared that you are willing (or inspired) to consider adding to your own leadership pledge.
Student1:
As a Leader I Pledge: My core values are trust, hard work, and work life balance. Trust is very important in my book because of the fact that nothing can be accomplished successfully without a trustful team. I can not lead an unloyalw team, that does not have a foundation of trustworthiness. I believe everyone has the ability to work hard if they are passionate about something and I think one should only work with what they are love. Hard work a.
Every individual, team, and organization today faces a constant variety of major and minor changes. Mastering the Change Curve will help you to understand your own reactions to these changes so that you can move more quickly, completely, and effectively through the change process.
The Human Side of Re-engineering
Radical change is radical. It cannot be done painlessly, without questioning
the organizational culture, and changing the way leaders and employees
work together.
This article first appeared in the September 1997 issue of Health Forum Journal.
By Cynthia D. Scott and Mary O’Hara-Devereaux
Navigating the Badlands
Just as American pioneers faced the treacherous landscape of North Dakota’s Badlands, corporations in a post tech-boom business climate face their own daunting terrain, where business as usual is no more and the old ways don’t cut it.
Prepare your company for certain hard roads ahead with the Badlands map and sage advice from those who have entered and survived.
Economic Structural Shifts
Every 100 years or so, a systemic structural shift occurs. Driven by clusters of multiple innovations and strong environmental forces, the emerging socioeconomic system and business environment have more discontinuities than similarities with the past. The entire system undergoes transformation. The shift isn’t about bringing greater efficiency to existing structures; rather it’s about creating something fundamentally different. That process can take 10 to 15 years and involve ongoing strategic issues. Companies that survive are transformed.
The Badlands has many features: rugged peaks, dangerous waterholes, confusing crossroads, and a set of nine pains unique to its hazardous landscape. A pain is a strategic issue—an internal or external opportunity or threat that drives an organization to change direction.
The Nine Pains Explained…
Discovering Values: The Key to Unlocking Employee EngagementCynthia Scott
Overview
Values are the driving force behind personal action and a beacon of focus during turbulent times. Successful organizations recognize the business case for value clarity, and they know that connecting personal values to organizational strategy is the vital link to employee engagement, innovation, commitment, performance, decision making—and a competitive advantage.
In this presentation personal, team, and organizational values are explored and the Values Edge model is introduced. Values Edge facilitates values discovery and see its application through a real-world global alignment case study. You will learn about the role values play in shaping individual behavior, why values clarification is critical to success, and how they can be linked to enhance organizational performance.
What You Will Learn
• How values are formed and shaped
• Why values matter in the workplace
• How to balance personal and work values
• The role values play in motivating positive behavior
• Business benefits of values clarification
• How to handle values-based conflict
• The importance of linking personal and organizational values
Who Should Attend
• Supervisors
• Managers
• Front-line leaders
• Human resources professionals
• Organizational coaches
Overview
To thrive in an environment that’s filled with constant change, it’s important to understand how to harness human response to support a sustainable future. Proactively managing organizational change results in a corporate culture that is optimistic—fueled by empowered leadership and employees who feel valued and secure. Helping individuals and teams to recognize the predictable path of transitioning through change can foster innovation and improve business agility.
What You Will Learn
• Understand how the human brain responds to change
• Learn five different ways to reduce threat and increase resilience
• Identify a predictable path of responding to change
• How to lead teams from resistance to performance
A Managers Guide to a Cascading Team Values Conversation
This is a guide for a manager to conduct a values conversation/ workshop with his or her team. The values conversation will take from 1 1/2 to 3 hours. The purpose is to clarify the values that will help the team move toward their highest level of performance.
In the conversation, the team will
• Explore their personal values about teamwork
• Create a team values statement
• Come to agreement about what those values mean in action
Table of Contents
Section 1 - Setting the Stage
• Values (sm)
• Leading a Values Conversation .
• Clarifying Your Values
• Values are the Foundation for Success
• Values Replace Rules
• Values Provide Guidance
• Aligned Values
• Change of Values
• Values Into Action
• Value Conflicts
Section 2 - Personal Values Exploration
• Cascading Valuessm to Your Team
• High Performance Team Exercise
• Introduction to the Values Cards
• Personal Values Exploration
• Using the Values Cards
• Arranging Your Values Cards
• Sorting Your Values
• Personal and Organizational Values
• My Top Six Values
• Discussion Questions
Section 3 - Creating Team Values
• Team Values Exercise
• Aligning Organizational & Team Values
• Values to Action
• Sample Value Statements
• Turning Insight Into Action
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
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.
www.seribangash.com
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
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
What is the TDS Return Filing Due Date for FY 2024-25.pdf
Values: The Organization's Cultural Bedrock
1. VALUES: THE ORGANIZATION’S
CULTURAL BEDROCK
Dennis T. Jaffe and Cynthia D. Scott
Dennis Jaffe is Professor and Director of the doctoral program in Organizational and Systems
Inquiry for mid-career managers at Saybrook Graduate School in San Francisco, and editor of The
Inner Edge, a newsletter about spirituality in business.
Cynthia Scott is the founder of Changeworks Solutions, a San Francisco consulting firm. She
recently keynoted the national conference of the OD Network, and is a frequent speaker and
facilitator of large-group, real-time strategic change processes.
They are the co-authors of many books, including Change-Ability: How to Navigate Your
Organization Through Continual Change; Rekindling Commitment; and Take This Work and Love It.
O rganizations appear to have two kinds of val-
ues—hard values about profitability and business success, and softer values about
people and relationships. And when push comes to shove, the conventional wisdom is that
the soft values are sacrificed to the harder ones. Many people are deeply cynical when they
hear about a company’s soft values, because they feel that these values about people are the
first to go in times of crisis. However, some leaders feel that the softer values are just as
important as the hard ones. If people do not feel that their organization can be trusted, that
there are not some core values that their company stands for and is willing to struggle to
uphold, then the fabric that ties people to the organization will weaken. When weakened, the
willingness of people to put extra effort, to extend themselves, and to help the organization
make a difference diminishes. Companies have begun to look to values as the core behind
which their people can rally.
But such values statements are too often just a popular buzzword, taking up valuable
wall space in many organizations. They are a particular focus of Dilbert cartoons, suggesting
that values are a meaningless pursuit by empty-headed or hypocritical managers wasting the
time of their troops. Many values statements are indeed empty platitudes, having no reality
whatsoever. At the annual retreat of one management team, we asked them to look at how
well they were practicing certain values. They asked where this list came from, protesting
that the values were too generic and not really relevant to their company. Finally, we had to
remind them that the list came from their management retreat the previous year!
In this article we present some of the ways that values can avoid this fate and instead
become a real, vital, important focus to help an organization work more effectively and
motivate people. Properly used, values can help organizations with three key building blocks
of excellence:
1. Motivating commitment. Values can help employees find meaning and purpose, to
care about what the company is doing, and to link their individual efforts to the whole
organization.
2. Aligning action. With employees having to make so many complex decisions, values
offer a set of guiding principles to guide them.
2. 3. Transcending individual conflicts. Values provide a language and a way of
understanding individual differences, and for nonjudgmental acceptance of different
ways of doing things.
Clarifying values for a team and organization is an essential activity within an
organization. When people work together to agree on what is most important to them, a
shared commitment to those values can emerge. You cannot give a team or an organization a
values statement, as some leaders try. This will never become real to people. Of course,
leaders can suggest important values, but there is no substitute or short-cut for having
individual teams talk about their most important values and coming up with a consensus that
they support.
Values as a Foundation for Success
Organizations, business units, and teams are concerned with defining their vision of the
future and their mission, a statement about their purpose. But vision and mission alone are
incomplete, in that they define only the major external focus of task energy. In addition to its
mission and vision, a group must also determine how its members will work together, how
they will treat each other, and what bonds them together. People work for different reasons,
and they want different things from each other and the organization.
Sometimes a group will agree on a vision and mission, but lapse into conflict because
different people have different values about how to put it into action. Some members might
want to work on their own, some want lots of interaction, while others see the workplace as
an arena for personal competition and “winning” through good results. As employees face
increasing responsibility, making more complex and far-reaching decisions, a corporate
values credo is often an essential guide for behavior. How you achieve your goals and vision
is as important as the goal itself. Values exploration makes these differences explicit, and
leads to a shared team agreement about them and what they mean.
Values form the bedrock of any corporate culture. As the essence of a company’s
philosophy for achieving its goals, values provide a sense of common direction for all
employees and guidelines for their day-to-day behavior. In their influential book Corporate
Cultures, Deal and Kennedy noted,
If employees know what their company stands for, if they know what
standards they are to uphold, then they are much more likely to make
decisions that will support those standards. They are also more likely to feel
as if they are an important part of the organization. They are motivated
because life in the company has meaning for them.1
The special need today for clarity and discussion of values stems from several factors.
First, employees are being faced with increasingly complex decisions, in increasingly
ambiguous circumstances. Policies and rules cannot define or cover every situation. Second,
the consequences of employee decisions are increasingly consequential, in that employees
can make costly mistakes or earn the company customers and add value by timely action. But
if rules and policies can’t tell employees what to do, what will guide them? Part of the answer
is the overall strategy and corporate mission and goals. But part of the answer is the values
that the organization holds.
Core values provide the foundation for implementing an organization’s strategy,
mission, and structure. They are a set of understandings in an organization about how to work
together, how to treat other people, and what is most important. In most organizations they
3. are understood, implicit, but seldom discussed. Sometimes our most important values remain
somewhat hidden from the team. Unclear or unknown values can produce conflicts and
contradictions that make people feel confused, blocked, and frustrated. Many organizational
and team values are unconscious, in that they lie below the surface and are not openly
explored or discussed. Bringing them into the light of day enhances agreement and
connection. The creation of an organizational values statement can be a powerful influence to
align everyone to the core principles behind the business. Values are not static; they must be
renewed and redefined to fit different times and realities.
What does a values statement do for a company? How is it used? On the broadest level,
it sets standards that should be considered in every action. When working with a customer,
evaluating employee performance, making a tough decision, or bringing people together, the
values set some standards along which an individual choice or action must be measured.
They also propose ideals to which a person should hold himself or herself. If I am acting
according to the company’s set of values, I am enhancing my value to the company. The
values would also come into play if I saw or were faced with a person whose behavior
seemed to contradict the values. The person might not see his or her action as contradicting
the value, and this might lead to an important discussion of the meaning and purpose of a
value for the organization.
At work, as in other areas of their life, people assume certain basic values, acting on
them but rarely defining them clearly or questioning them. Our values are motivators, since
when we feel that something is right and important we will spend a great deal of effort to
achieve it. To be effective, a company needs some agreement about what it values. It has to
agree on certain values, and then turn these values into policies, practices, and standards for
behavior. Nordstrom says that it asks employees to act according to one value: satisfying the
customer. All employees learn to apply that value in individual ways, learning continually
from their colleagues new ways to achieve this. The one value thus leads to ongoing
innovation and employees themselves creating new ways to deliver value.
Values Differences
Different people value different things. While there will always be differences of emphasis
and increasing diversity of values among employees, the creation of consensus about key
values is an important task for any group. Employees at every level must face customers,
must make costly decisions, and deal with difficult balancing acts between competing
priorities. Previously, agreement was generated by maintaining strict procedures and
standards of behavior, under the control of supervisors. Today, with more empowerment and
a greater sphere of autonomy for individual employees, people need to be guided not by
rules, or by observation by a supervisor, but by understanding the most important values held
by the organization. If a decision fits the values, then it is right.
For organizations, values can replace long lists of rules and procedures. A values-based
organization offers employees certain key principles rather than extensive lists of procedures
and expected activities. For example, a recent trend in labor-management contracts is to shift
away from long lists of work rules and procedures, to offer instead a short statement of
values and responsibilities of labor and management. Such values statements govern the
Saturn and Nummi auto plants, both of which have been exemplars of superior quality, cost
effectiveness, and high employee morale.
Organizational values can be a vehicle for major changes when there is an
organizational crisis or need for renewal after a traumatic change. For example, Nissan
Motors was facing a decline in its market share and in sales. Its president, Yutaka Katayama,
4. decided that the pathway to the future involved going back to their core beliefs. He initiated a
belief-stream process with senior managers, to clarify what they stood for. In facing the
change, the managers looked at their core value of being close to the customer and how they
had tended to neglect that in some of their recent actions. By placing customers first, the
managers looked at how they would affect their priorities and actions.
Major corporate transformations are not possible without a reconsideration of core
values, because values seem to underlie organizational structures, processes, and behavior.
To change these, you need to shift values, or the organization will tend to snap back to the
way it was before, despite attempts to change. As part of a deep and total change to turn
around the money-losing retailing giant Sears, new CEO Arthur Martinez embarked on a
deep shift in values, toward service and employee empowerment. As in other organizations
shifting in this way, the first to go were volumes of corporate rules and procedures. In their
place came a bare-bones statement of “Freedoms and Obligations” to guide employee
behavior. From one of the most rule-bound and traditional cultures has emerged a new
organization that asks every individual to do what he or she feels is right. By realigning
employee behavior from rules to values, Sears has created a new spirit and a new
profitability. The root of the changes was a shift to a soft (relationship) values-based
organization.
Aligning With Personal Values
Simply creating an organizational values statement isn’t enough. Not just any set of values
will do; the values that are adopted must also link to personal values of each employee. One
important key to greater organizational effectiveness is a close link between personal and
organizational values. A recent study by the American Management Association of 1,460
managers and chief executives suggests that an understanding of this relationship will
provide new leverage for corporate vitality. This relationship, when mismanaged, can be the
breeding ground for conflict and cynicism. The survey provided solid evidence that shared
values between the individual and the company are a major source of both personal and
organizational effectiveness. When managers’ values were congruent with the values of their
companies, their personal lives were in better shape, their approach to their job more
optimistic, and their stress lower. A person’s sense of what is important strongly influences
his or her commitment and motivation.
Puget Sound Power initiated a series of focus groups to explore personal and
organizational values. After looking at the core values for the organization, they looked at
how these values were linked to individual values. They found, for example, that employees
felt pressured in finding personal balance while achieving high work performance.
Identifying this stress point led to exploration of ways to maintain work and family balance.
The values discussion surfaced issues that interfered with people’s commitment to the
organization.
When you work in an environment in which your work activities are aligned with what
you consider important, the energy, motivation, desire, and will to achieve even the most
difficult tasks seem to emerge. But once employees have begun to explore values, it is
important that the company not stop. We saw the cost of short-circuiting the process in a fast-
growing retailer that set out to develop a corporate values statement. The team met at the
COO’s house, having pizza dinners as they asked themselves what was important in the
company and what should guide their future. The people had a deep and powerful experience
together as they looked at how the company could grow and develop. After several months,
they unveiled their values statement at a corporate retreat, and the leadership had a positive
5. and lively discussion before accepting them.
They next set up task forces, each one chaired by an Executive Team member, and
containing a cross-section of employees on each team. The six teams each selected a key
value and agreed to spend a year exploring what that value meant and what actions the
company could take to actualize that value. As they looked at the values, such as balancing
work and family, respecting people, or career development pathways, they saw that there
would have to be significant commitments to change the culture. For example, to support
work/family balance, they might not be able to expect managers to be on call twenty-four
hours a day. The values work uncovered some deep value conflicts between what the
company said and what it did.
Sadly, the task forces just faded out of existence. It seemed that the groups did not have
the mandate, or the will, to confront some of the pressures of the culture itself. The values
were sacrificed to the way that the organization really worked. People privately expressed
that what had been a source of satisfaction and motivation was now seen as an organizational
failure. The cost to the company of not confronting the issues raised was that many people
felt the organization, which had a reputation for using people up rather than supporting them,
was not learning how to respect or value its people. High turnover continues to plague this
company, even though it offers people challenging and well-paid work. Employees just don’t
feel committed to working there very long.
Resetting Values
Values are sometimes difficult to live up to because the organization is continually changing,
and some changes put great pressure on values. Layoffs particularly strike at core company
values. For example, over several years of work with IBM, we saw how the decline of the
company had forced it to neglect one of its core values—respect for the individual, which
was variously interpreted as not firing people, not forcing people to change their ways, or not
holding people accountable for poor performance. Employees were angry and upset because
they felt the company was abandoning its core value. For a time, rather than look at the need
to shift their values or to set different standards of what constituted respect (e.g., could you
respect people and still have layoffs, or make people responsible for results?), the feelings
about change went underground and were not addressed. This tended to erode IBM’s second
great value, of being close to the customer. Values are not to be retreated from lightly, but the
pact of change today makes it necessary for organizations to redefine their values or risk their
becoming dysfunctional.
Sometimes values are espoused or acted upon that either contradict or are in conflict
with other values. These are values conflicts. What if a company values honesty, but also a
high sales volume? How or when does the value of honesty supersede the value of making a
sale? Many companies have been deeply wounded by such value conflicts, most often
because employees did not feel they had a forum to explore or discuss them. A values
exchange and discussion is critical to clarifying the limits of behavior and personal
responsibility.
For example, one company with a strong values orientation reported that it was given a
huge order from a tobacco company, with the proviso that the company eliminate its
corporate no-smoking policy. The company debated the order within every work group,
balancing the need for the order with the challenge to its values. Finally, the different work
groups achieved consensus that the value was more important than the sale, and the company
turned down the order rather than change its policy.
6. A company cannot either anticipate or legislate itself out of such values conflicts. As we
saw in the discontinued program of the retailer, while values explorations begin with
relatively safe and abstract discussions, as they are taken seriously, they begin to come upon
established organizational policies—what have been called the informal organizational
culture. Sometimes the informal culture has values that people would not espouse openly,
such as competing ruthlessly with your peers, making your boss look good at all costs, or
making a sale no matter what you promise. These informal values can embarrass a company,
or at their worst lead people to dysfunctional and unethical actions. If the values exploration
process has teeth, it will lead people to talk about the ways that informal values may
contradict or undermine their stated, more lofty, values. These discussions are very difficult
because many organizations place a value on not facing up to conflict, or not telling each
other the truth.
What Are Values?
Let us now look more closely at the nature of values, and the kind of values that people have
about their work. Values are one of our most special capabilities as human beings. A person
acts not just in service to personal needs, but also out of a broader sense of what is important
and meaningful. In fact, values are the deepest and most powerful motivators of personal
action. Values represent an organizing principle for our lives, as well as for an organization.
What is most important to us to accomplish and to do at work, in our family, and in our
personal life and career, can be described in relation to the values we want to achieve.
Values are defined by Webster’s dictionary as “a principle, standard, or quality
considered inherently worthwhile or desirable.” The root for value is valor, which means
strength. Values are sources of strength, because they give people the power to take action.
Values are deep and emotional, and often difficult to change.
A person’s values answer the question, “What’s important to me?” They are deep-seated
pervasive standards that influence almost every aspect of our lives: our moral judgments, our
responses to others, our commitments to personal and organizational goals. We all have
belief systems we live by. Our beliefs and value systems are deeply connected. We are
motivated and make decisions based on these belief systems and values. Often these values
are unconscious.
Personal values aren’t static. They change over time, just as organizational values need
to. As you grow, different values take on importance and others seem to fade. This happens
because the environment you live and work in is changing and your values adapt to it. Our
earliest values revolve around our parents and the people who take care of us. As people
grow they develop other values, revolving around what we learn about in the larger
community and school. These learned values are associated with our basic growth and
development. Later we develop values that are related to work—becoming independent and
providing for yourself. Later on people develop values related to the human community in
general.
Sometimes we mistakenly think of values as a series of “shoulds” telling us what we can
and cannot do. This is a very limited viewpoint. Rather, values are energizing, motivating,
and inspiring. When we care passionately about something, we can spur ourselves on to great
achievements. The highest achievements of people and organizations arise when they feel
inspired to accomplish something that fits their highest values.
If we all had the same values with the same priorities, it would be easy to work in
groups together. But in most teams, there is a diversity of values and beliefs. In order to help
us work better as a team and make decisions that lead to commitment and action, it is
7. necessary to see the range of values that influence the decision-making process, and agree on
which ones take priority.
Classifying Values
There are two major types of values: core values and instrumental values. Core or intrinsic
values represent ideals that are experienced as good in themselves. Instrumental values
pertain to how one should do things, the style of action and relationships to others and the
way one should do things.
It should be noted that very few people would consider any of these values unimportant.
However, since we only have a finite amount of time, life consists of making choices about
how we spend our time and energy. You many find that there are some values that you
consider important, but not do much about, while you focus most of your energy on others.
There are two types of core values: those that govern relationships with people, and
those that determine lifestyle. The values in the first group are about how we feel people
should be treated by us, and the underlying principles that guide personal relationships. The
second group focuses on preferences for a certain style of activity. Many value disputes are
about differences in the personal focus of how people want to live their lives.
Instrumental values are separated into four types of values pertaining to how we go
about our work. Each broad set of values defines a major orientation to what people consider
important about their work. While people have a variety of specific values in their work, we
find that to an extent, people prefer values in one major (and often one secondary)
orientation. Similarly, organizational cultures have been defined according to which of these
four orientations the whole organization prefers in its style.
q Mastery. These values represent individualistic pursuits, where success is defined in
terms of mastery, status, power, and position. This value cluster focuses on
achievement in the external world. People motivated by these values want visible
achievements and they want them to be recognized by others. They want to be in a
position of authority and to be seen as “winners” in competitive situations.
q Self-development. These values represent the search for personal challenge, growth,
creativity, and self-development. This cluster is associated with experiential learning,
inner-development, self-actualizing, or seeking challenges. The person with these
values wants to be involved in challenging and meaningful projects that expand his or
her capacities. Such people value new experiences and personal development
activities.
q Relationship. These values represent people whose primary motivation is seen in
terms of developing personal relationships, helping and working with other people,
feeling part of a group or team, and sharing experience. People who have a number of
values in this cluster seek validation from other people and define their achievements
in terms of what they have done for and with others. They seek contact,
communication, and community at work. They value their standing with others.
q Continuity. These values focus on enduring qualities, maintaining the status quo. This
cluster is associated with an appreciation of ongoing tradition, knowing where things
fit and how people will treat each other, and control and predictability. A person with
these values does not like surprises or for things to be out of order.
It should be noted that we talk about a preference for one set of values. In fact, most
people select core values containing values representing all four work orientations. When we
8. work with groups creating values statements, we do not talk about the categories until the
values have been selected. When we present the categories, teams sometimes see that some
of their key conflicts or differences have their roots in different values about work. When
they see that values are different and cannot be argued about, then they become more tolerant
of different people’s values and preferences. Then we emphasize that an effective, balanced
workplace is one that reflects values from all of these orientations.
The Essence-Based Organization
Values are only one part of the process of renewal in an organization that is seeking renewed
commitment of its employees, or a new direction to achieve success or turn itself around.
Exploring individual, team, and organizational values is a critical foundation for such major
organizational change. The values exploration must be combined with defining vision and
mission that leads in turn to an organizational strategy and goals. The values discussion is
critical, because it leads to clarity and alignment on how the organization will reach its goals
and is a pathway for the organization to create a fit with the personal values of its employees.
This in turn is the basis for their commitment to the work of the organization. The
organization that is aware of and focused around its core values, vision, and mission is what
we call “the essence-based organization.”
As we continue to live in a world of unrelenting change, what can be constant and
unchanging about an organization is its core values. Organizations that take the commitment
to defining and leveraging people values through the organization are developing their inner
strength and capability to meet the challenges of the future with the full commitment and
capability of their employees.
1. Terrence Deal and Allen Kennedy, Corporate Cultures. Reading, MA: Addison-Wesley,
1982.
Dennis Jaffe and Cynthia Scott can be reached at Changeworks Global, 461 Second
Street, S 232, San Francisco, CA 94107. Phone: 415-546-4488; fax: 415-546-4490.
E-mail: partners@changeworksglobal.com www.changeworksglobal.com