R2J organizational culture

Organizational Culture

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Knowledge Sharing

„Organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations. These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs. Every organization develops and maintains a unique culture, which provides guidelines and boundaries for the behavior of the members of the organization.

Why Care About the Company Culture? • Y

• Company culture defines the way in which your organization interacts with one another and how the team interacts with the outside world, specifically your partners and suppliers.

• It’s the formula that guides the team, as well as inspires and motivates employees. It is also responsible for attracting and attaining great talent.

• Companies that focus on culture are becoming icons for job seekers.

• Culture is the set of behaviors, values, artifacts, reward systems, and rituals that make up your organization. You can “feel” culture when you visit a company, because it is often evident in people’s behavior, enthusiasm, and the space itself.

• „The Talent Board (a research group that studies the job candidate experience) found that 41% of all candidates search for information about a company culture before they apply.”


Culture Drives Employment Brand


• Y

5 Archetypes of Organizational Culture

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Customer centric

People first

One team Innovation

Achievement

Organizational Culture


Behavior

Symbols Systems



Customer-Centric Management spends a lot of time with clients

Effective listening Client topics are on the agenda every day

„what can we do more to support better to our clients?”,

Top investments go to client initiatives Untrained staff never put in front of the customer

People proudly share stories of exceeding customer expectation

Customer feedback integrated into everyone’s compensation

Flexible structure to address clients needs Humble & learning organization

Open dialogue Relation build on trust



One team Once we make a decision we are all aligned

People are not only committed to their own goals ,but also help others to achieve their goals Work is done by one group on behalf of the

whole Remuneration encourages facilitating the work of

others Move people around through the organization to

gain broader perspective Generosity and sharing, trustworthiness,

openness Not territorial or silo mentality

Openes and diversity Thinking what’s best for the team



Innovation Experimenting

Experience is valued Thinking outside of the box

Post implementation learning process focused „if it is not broken break it anyway”

Risk taking Curiosity, courage, openness, learning

Resources given to R&D Continuous improvement

„thinking big” „we are here to change the world”



Achievement Culture of accountability

„I” statements Underperformers are fired - Bottom 10% needs

to go Monocracy

my word is my bond, truthfulness Clarity

Goal setting Healthy confrontation when excuses for

nonperformance are given Communication

Focus on top performers



People first Loyalty

Encouraging people to grow People are given an extra chance

Equally spread benefits „we are all in this together”

A lot of trainings Life & work balance

Believe in diversity, opportunity, trust Bringing equal opportunities to the people Focusing on strengths and finding the right place for people in the organization so that

they can grow

Organizational culture & Leadership

• Cultures are based on, developed and perpetuated by leadership.

Leaders Send Messages:

• How do you as a leader do things

• Distance between walk and talk

• What you do says what is important, role meeting

• How do you run meetings, how much time in meetings are spent focusing on customers, change, etc.

• Symbols are the calendar and the checkbook

– Time spent on things shows value

– Money spent on things shows value

• Who gets promoted, why, office space

• Role as storyteller, what are the stories? They show values

• Planning and budgeting process

• Compensating people based on achievement, learning, customer

• What are people rewarded for doing?


Organizational culture dimensions - Hofstede

• The Organisational Cultural Model (further developed by Bob Waisfisz in collaboration with Geert Hofstede) consists of six autonomous dimensions or variables and two semi-autonomous dimensions.

• Organisational Culture is defined as the way in which members of an organisation relate to each other, their work and the outside world in comparison to other organisations. The Dimensions enable a tangible alignment of Organisational Culture and Strategy.


The dimensions of Organisational Culture Hofstede


MEANS VS. GOAL ORIENTED • The means-oriented versus goal-oriented dimension is, among

the six dimensions, most closely connected with the effectiveness of the organisation. In a means oriented culture the key feature is the way in which work has to be carried out;

people identify with the “how”. In a goal-oriented culture employees are primarily out to achieve specific internal goals

or results, even if these involve substantial risks; people identify with the “what”.

• In a very means-oriented culture people perceive themselves as avoiding risks and making only a limited effort in their jobs,

while each workday is pretty much the same. In a very goal-oriented culture, the employees are primarily out to achieve

specific internal goals or results, even if these involve substantial risks.



INTERNALLY DRIVEN VS. EXTERNALLY DRIVEN • In a very internally driven culture employees perceive their task

towards the outside world as totally given, based on the idea that business ethics and honesty matters most and that they

know best what is good for the customer and the world at large. In a very externally driven culture the only emphasis is

on meeting the customer’s requirements; results are most important and a pragmatic rather than an ethical attitude

prevails.

• This dimension is distinguishable from means- versus goal-orientation because, in this case, it is not impersonal results

that are at stake, but the satisfaction of the customer, client or commissioning party.



EASYGOING WORK DISCIPLINE VS. STRICT WORK DISCIPLINE

• This dimension refers to the amount of internal structuring, control and discipline. A very easygoing culture reveals loose

internal structure, a lack of predictability, and little control and discipline; there is a lot of improvisation and surprises.

A very strict work discipline reveals the reverse. People are very cost-conscious, punctual and serious.



LOCAL VS. PROFESIONAL • In a local company, employees identify with the boss and/or the

unit in which one works. In a professional organisation the identity of an employee is determined by his profession and/or

the content of the job. In a very local culture, employees are very short-term directed, they are internally focused and there

is strong social control to be like everybody else. In a very professional culture it is the reverse.



OPEN SYSTEM VS. CLOSED SYSTEM • This dimension relates to the accessibility of an organisation. In

a very open culture newcomers are made immediately welcome, one is open both to insiders and outsiders, and it is believed that almost anyone would fit in the organisation. In

a very closed organisation it is the reverse.



EMPLOYEE ORIENTED VS. WORK ORIENTED • This aspect of the culture is most related to the management

philosophy per se. In very employee-oriented organisations, members of staff feel that personal problems are taken into

account and that the organisation takes responsibility for the welfare of its employees, even if this is at the expense of the

work. In very work-oriented organisations, there is heavy pressure to perform the task even if this is at the expense of

employees.



DEGREE OF ACCEPTANCE OF LEADERSHIP STYLE • This dimension tells us to which degree the leadership style of

respondents’ direct boss is being in line with respondents’ preferences. The fact that people, depending on the project

they are working for, may have different bosses doesn’t play a role at the level of culture. Culture measures central

tendencies.



DEGREE OF IDENTIFICATION WITH YOUR ORGANIZATION

• This dimension shows to which degree respondents identify with the organisation in its totality. People are able to

simultaneously identify with different aspects of a company. Thus, it is possible that employees identify at the same time

strongly with the internal goals of the company, with the client, with one’s own group and/or with one’s direct boss and with

the whole organisation. It is also possible that employees don’t feel strongly connected with any of these aspects.

The Competing Values Framework, by Cameron and Quinn


Sources: • http://mcneill.io/5-archetypes-of-organizational-culture/

•http://geert-hofstede.com/organisational-culture.html

•https://alison.com/courses/Five-Archetypes-of-Organizational-Culture/content/scorm/5295/module-1-

introducing-the-five-archetypes-of-organizational-culture

•http://www.forbes.com/sites/joshbersin/2015/03/13/culture-why-its-the-hottest-topic-in-business-today/


http://mcneill.io/5-archetypes-of-organizational-culture/









http://geert-hofstede.com/organisational-culture.html





https://alison.com/courses/Five-Archetypes-of-Organizational-Culture/content/scorm/5295/module-1-introducing-the-five-archetypes-of-organizational-culture

























http://www.forbes.com/sites/joshbersin/2015/03/13/culture-why-its-the-hottest-topic-in-business-today/

















Recruiting & HR

R2J organizational culture