Presentation is loading. Please wait.

Presentation is loading. Please wait.

The Academy for Advanced Leadership and Development www.chairacademy.com.

Similar presentations


Presentation on theme: "The Academy for Advanced Leadership and Development www.chairacademy.com."— Presentation transcript:

1 The Academy for Advanced Leadership and Development

2  Identify Your Tribe  Organizational Culture  Overview  Schein’s Iceberg Model  Cultural Assessment Model  Explore OCAI Instrument  Score Your Organization  Assess Results  Explore Options/Opportunities

3 Statement/Question — Choose the response that best fits YOU! 1. You MOST want your friends/family to see you as someone who When you are faced with a difficult problem, you react by What activity would you most likely find yourself doing on the weekend or an unexpected day off? 4. If you had to select one of the following options as a profession, which would you choose? 5. When choosing an outfit for the day, you select If you discovered that a friend’s significant other was being unfaithful, you would What would you say is your highest priority in life right now?

4 Divergent and all related references and copyright are property of Veronica Roth, Harper Collins Publishing, and Summit Entertainment. All rights reserved.

5

6  Personal  You, Yourself, I  Community  Us, We  Living, Learning, Worshiping  Organizational  Team, Department  Organization, Institution

7  Organizational culture has gained wide acceptance as a way to understand human systems. It has become an important pattern for the organization's development.  Organizational culture is a powerful component of an organization's success. “No organization in the 21 st century would dare boast about its constancy, sameness or status quo compared to 10 years ago.” Kim Cameron and Robert Quinn Diagnosing and Changing Organizational Culture

8 Organizational culture is one of the most influential variables in either propelling an organization forward, holding it in the present, or worse yet, pushing it back to the past.

9 MISSION... Suffolk County Community College promotes intellectual discovery, physical development, social and ethical awareness, and economic opportunities for all through an education that transforms lives, builds communities, and improves society.  Public Statements  Policy/Procedures  Rules/Regulations  Cultural Norms  Budget Where do we find evidence of organizational values?

10 Cameron and Quinn Characterized by Key Conditions  High barriers to entry  Non-substitutable products  Market share allows economy of scale  Low levels of bargaining power by consumers/suppliers  Rivalry among competitors

11 Organizational Culture Assessment Instrument (OCAI)  Most Frequently Used Instrument  Sixty Doctoral Studies  One Hundred Published Studies  Not Industry Specific  Health Care  Education  Religious Organizations  National/Local Governments  Colleges and Universities

12 DimensionNOWPREF 1.Dominant Characteristics A. B. C. D. Total Points Organizational Leadership 3. Management of Employees 4. Organization Glue 5. Strategic Emphases 6. Criteria of Success Assign Points as Desired

13 NOW Scores Dimension 501A 102A 53A 104A 205A 506A 145SUM 24Average ÷ Sum by 6 Preferred Scores Dimension 101A 402A 403A 104A 305A 106A 140SUM 23Average ÷ Sum by 6 For all Dimensions, list the discrete scores for all As, Bs, Cs and Ds as instructed — total them and then divide by 6. SAMPLE

14 CultureNOWPREFERRED Clan (A)2832 Adhocracy (B)2236 Market (C)2028 Hierarchy (D)2520

15 Adhocracy (B) Clan (A) Hierarchy (D) Market (C) Stability and Control Flexibility and Individuality Internal Focus External Focus

16

17 Clan CultureAdhocracy Culture Increase Decrease Remain the Same Meaning? Increase Decrease Remain the Same Meaning? Hierarchy CultureMarket Culture Increase Decrease Remain the Same Meaning? Increase Decrease Remain the Same Meaning? Circle or check the areas requiring emphasis in your organization and indicate why this area has meaning.

18  Organize in functional groups.  Examine your individual results.  Compare and contrast your results.  Identify any common themes.  Report key observations.

19 Culture Type: Clan Orientation: Collaborative Leader Type: Facilitator Values: Communication, Development Culture Type: Adhocracy Orientation: Creative Leader Type: Entrepreneur Values: Transformation, Agility Managing Teams Managing Interpersonal Relationships Managing the Development of Others Managing Innovation Managing the Future Managing Continuous Improvement Culture Type: Hierarchy Orientation: Controlling Leader Type: Organizer Values: Efficiency, Uniformity Culture Type: Market Orientation: Competing Leader Type: Producer Values: Goals, Profitability Managing Acculturation Managing the Control System Managing Coordination Managing Competitiveness Energizing Employees Managing Customer Service

20 If this were a plot of scores for post-secondary education, how might the overall image differ? Cameron and Quinn (Page 87)

21

22 We need not and should not passively accept any future as a given. Disciplined use of foresight can help leaders make better decisions to shape the future they seek to achieve.

23  Culture is Pervasive.  Culture Matters.  Culture May Be Assessed.  Culture is Knowable.  Culture is Adaptable.  Act with Intention and Integrity.

24

25 Record two or three ideas or issues that came out of the discussion that were most meaningful to you.


Download ppt "The Academy for Advanced Leadership and Development www.chairacademy.com."

Similar presentations


Ads by Google