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© 2004 Computer Associates International, Inc. (CA). All trademarks, trade names, services marks and logos referenced herein belong to their respective companies.
Lets meet Terry…..
© 2004 Computer Associates International, Inc. (CA). All trademarks, trade names, services marks and logos referenced herein belong to their respective companies.
What is culture?
Knowledge and sophistication: enlightenment and sophistication acquired through education and exposure to the arts.“They are people of culture.”
Shared beliefs and values of group: the beliefs, customs, practices, and social behaviour of a particular nation or people.Southeast Asian culture
People with shared beliefs and practices: a group of people whose shared beliefs and practices identify the particular place, class, or time to which they belong
Shared attitudes: a particular set of attitudes that characterizes a group of people. “The company tries hard to avoid a blame culture.”
Source: Encarta Web Dictionary
© 2004 Computer Associates International, Inc. (CA). All trademarks, trade names, services marks and logos referenced herein belong to their respective companies.
An MBA definition………
Organisational cultureOrganisational culture is the specific collection of values and norms that are shared by people in an organisation and control the way they interact with each other and with stakeholders outside the organisation
- Organisational valuesOrganisational values are beliefs about what type of goals members of an organisation should pursue and about appropriate standards of behaviour organisational members should use to achieve those goals.
- Organisational normsOrganisational norms are guidelines or expectations that prescribe appropriate kinds of behaviours by employees in particular situations and control the behaviour of organisational members towards one another.
© 2004 Computer Associates International, Inc. (CA). All trademarks, trade names, services marks and logos referenced herein belong to their respective companies.
What is “Company Culture”?
Is more than just “culture” Additional factors are:
- Politics- Personal gain- Legal - HR - Globalisation - One eyed view of the world- Honesty – or maybe the lack of it!- Fear- Uncertainty- Competition- Industry practise- Size
© 2004 Computer Associates International, Inc. (CA). All trademarks, trade names, services marks and logos referenced herein belong to their respective companies.
The cultural web
Systems
Power
Symbols
Ceremonies
Myths
Rituals
OrganisationalOrganisationalcultureculture
© 2004 Computer Associates International, Inc. (CA). All trademarks, trade names, services marks and logos referenced herein belong to their respective companies.
Culture and strategic leadership
The influence of the founder- Leadership style attracts new employees who share the same values
- These members hire new employees
- Culture becomes more distinct as its members become more similar
Organisational structures- Flat, decentralised organisations e.g. Microsoft
Leads to entrepreneurial organisation where managers experiment and take risks
- Absolute control e.g. Henry Ford Leads to centralised, conservative and risk averse structures
Managers implementing strategy must be aware of these factors
© 2004 Computer Associates International, Inc. (CA). All trademarks, trade names, services marks and logos referenced herein belong to their respective companies.
How to build a great culture? Leaders have to want it to be great! Great leaders:
- inspire confidence and trust- communicate effectively, internally and externally- consistently achieve superior results and produces results through other people- fosters a learning environment- produces other leaders- develops cross-functional knowledge and versatility- embraces change and looks for ways to use it to his advantage- are constantly on the look out for innovative ideas, particularly in unlikely places- builds alliances to further corporate goals, internally and externally- balances the short term with the long term focussing on both- embraces ambiguity- practises and encourages thoughtful risk taking- champions cultural diversity- leave “footprints” on their organisation- freedom and responsibility within limits- hire self disciplined people who will go “the extra mile”
Don’t confuse culture of discipline with a tyrannical disciplinarian Create a “Stop doing” list and get rid of anything that is not relevant
© 2004 Computer Associates International, Inc. (CA). All trademarks, trade names, services marks and logos referenced herein belong to their respective companies.
The Good-to-Great matrix
HierarchicalOrganisation
BureaucraticOrganisation
GreatOrganisation
Start-upOrganisation
Low High
Low
High
Ethic of Ethic of EntrepreneurshipEntrepreneurship
Culture ofCulture ofDisciplineDiscipline
Source: Good to Great – Jim Collins
© 2004 Computer Associates International, Inc. (CA). All trademarks, trade names, services marks and logos referenced herein belong to their respective companies.
What do our customers want?
Customers will like you when Customers will like you when youyou
like the organisation you are like the organisation you are
working for. working for.
Should Should youyou dislike it for any reason, dislike it for any reason,
this will be reflected onto the this will be reflected onto the
customer and customer and they will dislike you.they will dislike you.
© 2004 Computer Associates International, Inc. (CA). All trademarks, trade names, services marks and logos referenced herein belong to their respective companies.
Put simply……
Motivated employees will motivate customers and Motivated employees will motivate customers and
demotivated employees will demotivate customers.demotivated employees will demotivate customers.
Customer care is a reflection of staff care.Customer care is a reflection of staff care.
Your front line people who care best for their Your front line people who care best for their
customers are those who feel cared for by their customers are those who feel cared for by their
employers.employers.
Is yours a Is yours a BLAMEBLAME or or GAINGAIN culture? culture?
© 2004 Computer Associates International, Inc. (CA). All trademarks, trade names, services marks and logos referenced herein belong to their respective companies.
So where does it all go wrong?
Emotional dissonance- If policies and practises of leaders bear little relationship to the
mission and values that the company espouses.
Be careful of YOUR actions- Don’t say “Customer Service is king” and then always focus on
financial results!
- Don’t ask for open, honest feedback and then do nothing to fix the problems identified!
- Don’t promise and then not deliver - setting the customers expectations is as important for your people as it is for your end users!
© 2004 Computer Associates International, Inc. (CA). All trademarks, trade names, services marks and logos referenced herein belong to their respective companies.
Characteristics of BLAME organisations
Characteristics of BLAME organisations- Very autocratic- Obsessed with financial results- Obsessed with metrics- Dismissive of ideas “not invented here”- Status driven- Pay lip service to Customer Service- Belief that there is a “systems solution” for every problem
Performance problems are fixed by bureaucratic performance management systems
- Defensive, irritable, bad-tempered- Difficult to get hold of- Exceptionally nice to VP’s as well as to chauffeurs, car park attendants, security
staff and everyone who “salutes” - Very little attention to teamwork- Allow grapevine communications, RAFT and gossip
© 2004 Computer Associates International, Inc. (CA). All trademarks, trade names, services marks and logos referenced herein belong to their respective companies.
Sustaining the Blame culture
Cynicism
Keep your head down
Powerlessness
Maintains the
status quo
Making mistakes is unpleasant
We fear them
We conceal them
We discourage them
We blame others
We punish mistakes
© 2004 Computer Associates International, Inc. (CA). All trademarks, trade names, services marks and logos referenced herein belong to their respective companies.
Characteristics of “Gain” culture
Employees feel- Valued- Trusted- Supported- Cared for- Respected- Understood- Fairly rewarded- That bosses are interested in developing my skills and talents- Decisions are fairly made- They can be open with their bosses- Accountable for their actions- They can take a few risks without getting into trouble if it goes wrong- Its fun to work here- A good spirit exists in the organisation
© 2004 Computer Associates International, Inc. (CA). All trademarks, trade names, services marks and logos referenced herein belong to their respective companies.
Positive mistakes in the Gain culture
Challenge
Creativity
Energy
Empowerment
Making the right kind of mistakes
is valued
We try to learn from them and don’t repeat
them
We share the lessons
We encourage the right kinds
We take responsibility for our mistakes
We support others who make
mistakes
© 2004 Computer Associates International, Inc. (CA). All trademarks, trade names, services marks and logos referenced herein belong to their respective companies.
Get emotion back into the business
WHAT THE BOSS WANTSWHAT THE BOSS WANTS WHAT THE CUSTOMER WANTSWHAT THE CUSTOMER WANTS• Doing what the boss asks
• Doing what the systems dictate
• Being deferential and reactive
• Organisation think
• Following convention
• Conforming to tradition
• Resisting change
• Acquiescing
• Avoiding risks, cautious
• Doing what the situation requires
• Doing what the customer wants
• Being proactive and initiating
• Thinking for yourself
• Challenging convention
• Questioning tradition
• Innovating
• Seizing accountability
• Leading and making it happen
TRADITIONAL, HIERARCHICAL ORGANISATION
ONE STEP BEHINDONE STEP BEHINDNegativeNegative
Emotionally deficientEmotionally deficient
ONE STEP AHEADONE STEP AHEADPositivePositive
Emotionally connectedEmotionally connected
EMPOWERED, SUPPORTIVE ORGANISATION
© 2004 Computer Associates International, Inc. (CA). All trademarks, trade names, services marks and logos referenced herein belong to their respective companies.
So, where do we go from here?
Its all up to you as leaders!- Do you give mixed messages?
- Do your customers like you? Do you care?
- Do your people trust you? Should they?
- Is Blame the approach in your organisation? Do you learn from mistakes?
Do you say “Sorry”
- Do you have open, frank discussions with YOUR manager
In the end, you are responsible for your people and In the end, you are responsible for your people and
so its ALL UP TO YOU!so its ALL UP TO YOU!
© 2004 Computer Associates International, Inc. (CA). All trademarks, trade names, services marks and logos referenced herein belong to their respective companies.
And now Terry says the final word