This document discusses organizational culture and how to promote a positive culture. It begins by defining organizational culture as the set of shared values, beliefs, and norms that influence employee behavior. It then outlines four types of organizational cultures - blame culture, multi-directional culture, live and let live culture, and brand congruent culture - and describes their key characteristics. The document concludes by describing a leadership enriched culture as the ideal culture where employees feel passionate about the organization and bring out the best in each other.

1. © Copy Rights George Bernard
C H A P T E R 1 0
Effective Organisation & Organization Culture
© Copy Rights George Bernard -19th Sept 2019
Find the mistake in the ppt - u will be rewarded

2. FOUR
Learning Objectives
The term organisational
culture refers to a set of values,
beliefs, and norms which
influence the behaviour of its
members.
01:00 | •HOW PLANING HELP IN AVOIDING MISTAKES
02:00 | • ORGANIZATION CAN IMPROVE - BY- MAKING
STAFF MORE EFFECTIVE
03:00 | •AVOID CONFLICT - CLARIFYING ORG STRUCTURE -
ENSURING THE UNDERSTANDING OF ORGANIZATION
04:00 | •ORG CULTURE - HOWTO PROMOTE ORG CULTURE

3. How Planing
Help in Avoiding
Mistakes
Every manager makes mistakes.
Once a mistake happens, there is only
one option - own up to it and get it
fixed.
© Copy Rights George Bernard -19th Sept 2019

4. Communicate Lead by Example
© Copy Rights George Bernard -19th Sept 2019
Delegate
Anticipate
Set Priorities
Failure to
Failure to
Failure to
Failure to
Failure to
Mistakes
(and how you
can avoid them)

5. T
its all about …thinking ahead and being prepared.
FAILURES
AVOID
COMMUNICATION FAILURS
The term organisational
culture refers to a set of values,
beliefs, and norms which influence
the behaviour of its members.
Managers must take proactive steps to sharpen all
communication skills, including verbal
communication, written communication, the "gift of
persuasion" and critical listening skills.
When communicating, managers must be clear, concise,
empathetic and confident. The key is practice,
practice, practice. Write down your thoughts before
important conversations.
Never send sensitive emails right away. Draft it, let it sit,
re-read and then send. Effective communication takes
practice and patience.
© Copy Rights George Bernard -19th Sept 2019

6. T
its all about …thinking ahead and being prepared.
FAILURES
AVOID
DELIGATION FAILURS
Managers must have confidence in
themselves and their staff to
delegate work effectively, knowing
what can be delegated and what
should not be delegated.
• Managers must also exercise effective oversight
over delegated work through standards and
guidelines, and maintaining accountability for
work assignments. Requiring status reports and
spot checks on work is an essential part of the
delegation process. .
• Delegating cannot simply be handing over an
assignment and then walking away. Staff must
feel trusted, but they also must know that they
will be held to account, and if needed, that the
manager stands ready to assist and provide
guidance.
© Copy Rights George Bernard -19th Sept 2019

7. T
its all about …thinking ahead and being prepared.
FAILURES
AVOID
FAILURS to ANTICIPATE
For disaster recovery planning,
managers have to anticipate
potential disasters and plan
appropriate response strategies.
• Make "strategic planning" and anticipation techniques
a regular part of your management and planning
routine, relying on standardised practices to
establish "data collection and analysis" baselines.
© Copy Rights George Bernard -19th Sept 2019
Also Read: How to Make Informed
Decisions and Avoiding Analysis
Paralysis.

8. T
its all about …thinking ahead and being prepared.
FAILURES
AVOID
COMMUNICATION FAILURS
The term organisational
culture refers to a set of values,
beliefs, and norms which influence
the behaviour of its members.
Managers must take proactive steps to sharpen all
communication skills, including verbal
communication, written communication, the "gift of
persuasion" and critical listening skills.
When communicating, managers must be clear, concise,
empathetic and confident. The key is practice,
practice, practice. Write down your thoughts before
important conversations.
Never send sensitive emails right away. Draft it, let it sit,
re-read and then send. Effective communication takes
practice and patience.
© Copy Rights George Bernard -19th Sept
2019

9. The attitude, traits and behavioural
patterns which govern the way an
individual interacts with others is
termed as culture.
Culture is something which one inherits
from his ancestors and it helps in
distinguishing one individual from the
other.
What is
culture ?

10. What?
organization culture
Every human being has certain personality traits
which help them stand apart from the crowd. No two
individuals behave in a similar way. In the same way
organisations have certain values, policies, rules and
guidelines which help them create an image of their
own.
Organization culture refers to the beliefs and
principles of a particular organization.
The culture followed by the organization has a
deep impact on the employees and their
relationship amongst themselves.
Every organization has a unique culture
making it different from the other and giving it a
sense of direction. It is essential for the
employees to understand the culture of their
workplace to adjust well.

12. Blame Culture
Characteristics:
• Little trust
• Act in self interest
• Do not take many risks
• Do not usually speak their mind
• Do not come up with many new ideas
• Pay check driven
• Inefficient
• Stagnating growth
• Avoid responsibility
• High level of fear
Primary values of a Blame Culture are:
• Avoid conflict
• Self preservation

13. Multi-Directional Culture
Characteristics:
• Little communication
• People involved within their own departments only
• Loyalty is to specific groups and not to the organization
• Cliquish
• Lots of gossip
• Critical of other departments
• Little cross-departmental cooperation
Primary values of a Blame Culture are:
• Don’t get involved in other people’s business
• Responsibility stops at your own job description

14. Live and Let Live Culture
Characteristics:
• Complacency
• Mental Stagnation
• Low Creativity
• Average cooperation
• Average communication
• Little future vision
• Work in the moment for future goals
• Monotonous routine
• Lacks passion
Primary values of a Live and let live
Culture are:
• Keep the status quo
• Don’t complicate matters
• If it’s not broken, don’t fix it

15. Brand Congruent Culture
Characteristics:
• People believe in the product or service of the organization
• People feel good about what their company is trying to achieve
• Cooperation is good
• People have a similar goal in the organisation
• Use personal resources to actively solve problems
• Not limited to job description, will actively look for solutions
• Most everyone is in sales, marketing and PR; they are walking
ambassadors
• No conflict between organisations promise to customers and
employees
• Many are passionate about the product/service
Primary values of a Brand Congruent Culture are:
• Believe what you say
• Live what you believe
• Product/service improvement is everyone’s responsibility

16. • People view the organisation as an extension of themselves
• People feel good about what they personally achieve through
the organisation
• Cooperation is exceptional
• Individual goals are aligned with the goals of the organisation
• People use group resources to actively solve problems
• Not limited to job description, will do what it takes to make
things happen
• Most everyone is in sales, marketing and PR; they are walking
ambassadors.
• People are consistently bringing out the best in each other.
• Leaders do not develop followers, but develop other leaders
• Leadership is contribution driven and not ego driven
• Very Low employee turnover
• Most are passionate about the organisation and what it
represents
Primary values of a Leadership Enriched Culture are:
• Everyone has something to offer to you and the organisation
• By assisting others to be their best, you will become better
• Leadership is an identity one must adopt, it is not a skill
Leadership Enriched Culture
Characteristics:
This is the highest level of Organisational Culture
Evolution and is the ultimate goal for leading
organisational culture change