Presentation on theme: "Shaping Culture and Values"— Presentation transcript:
1Shaping Culture and Values Chapter 14Shaping Culture and Values
2Chapter ObjectivesUnderstand why shaping culture is a critical function of leadership.Recognize the characteristics of an adaptive, as opposed to an unadaptive, culture.Understand and apply how leaders shape culture and values through ceremonies, stories, symbols, language, selection and socialization, and daily actions.Identify the cultural values associated with adaptability, achievement, clan, and bureaucratic cultures and the environmental conditions associated with each.
3Chapter Objectives (contd.) Act as an ethical leader and instill ethical values in the organizational culture.Apply the principles of spiritual leadership to help people find deeper life meaning and a sense of membership through work.
4CultureThe set of key values, assumptions, understandings, and norms that is shared by members of an organization and taught to new members as correct
5Ex. 14.1 Levels of Corporate Culture Culture that can be seen at the surface levelVisibleArtifacts such as dress, office layout, symbols, slogans, ceremoniesInvisibleExpressed values, such as “The Penney Idea,” “The HP Way”Underlying assumptions and deep beliefs, such as “people here care about one another like a family”Deeper values and shared understandings held by organization members
6Importance of CultureIt integrates members so that they know how to relate to one another. (Internal)Guides day-to-day workDetermines how communication occurs in the workplaceWhat behavior is acceptableHow power and status are allocated
7Importance of CultureIt helps the organization adapt to the external environment. (External)How organization meets goals and deals with outsidersHow organization responds to customers/competitors
8Culture StrengthThe degree of agreement among employees about the importance of specific values and ways of doing things
9Ex. 14.2 Adaptive Versus Unadaptive Cultures Adaptive Organizational CultureUnadaptive Organizational CultureVisible BehaviorLeaders pay close attention to all their constituencies, especially customers, and initiate change when needed to serve their legitimate interests, even if it entails taking some risksManagers tend to behave somewhat insularly, politically, and bureaucratically. As a result, they do not change their strategies quickly to adjust to or take advantage of changes in their business environmentsExpressed ValuesLeaders care deeply about customers, stockholders, and employees. They also strongly value people and processes that can create useful change (e.g., leadership initiatives up and down the management hierarchy)Managers care mainly about themselves, their immediate work group, or some product (or technology) associated with that work group. They value the orderly and risk-reducing management processes much more highly than leadership initiativesUnderlying AssumptionServe whole organization, trust othersMeet own needs, distrust others
10Culture GapThe difference between desired and actual values and behaviorsExists in all organizations to some degreeMust pay attention to when people are adhering to the wrong valuesDifficulty in merging cultures
11High Performance Culture Strong culture encourages adaptationStrong adaptive cultures often incorporate the following valuesThe whole is more important than the pars and boundaries between parts are minimizedEquality and trust arte primary valuesThe culture encourages risk taking, change and improvement
12Cultural LeadershipDefines and uses signals and symbols to influence corporate cultureArticulates a vision for the organizational culture that employees can believe inThe cultural leader heeds the day-to-day activities that reinforce the cultural vision
13Ceremonies, Stories, and Symbols Planned activities that make up special events and are generally conducted for the benefit of an audienceStoriesNarratives based on true events that are repeated frequently and shared among employeesSymbolsA object, act, or event that conveys meaning to others
14Language, Selection, Socialization and Daily Actions Specialized language – slogans or sayings to express key corporate valuesSelection – hiring the right peopleSocialization - the process by which a person learns the values, norms perspectives, and expected behaviors that enable him or her to successfully participate in the group or organizationDaily actions – the signaling and support of important cultural values through a leader’s daily actions.
15Organizational Values The enduring beliefs that have worth, merit, and importance for the organization
17EthicsThe code of moral principles and values that governs the behavior of a person or group with respect to what is right and wrong
18Values-Based Leadership A relationship between leaders and followers that is based on shared, strongly internalized values that are advocated and acted upon by the leader
19Personal Ethics Employees learn from watching leaders Ethical leaders generate high trust and respectBased on courage, determination and self-sacrificeMust uphold commitment to values during difficult times
20Spiritual Values Values and practices: Integrity Humility Respect Appreciation for the contributions of othersFair treatmentPersonal reflection
21Spiritual LeadershipCreate a vision through which organization participants experience a sense of spiritual expression through calling and membershipEstablish a corporate culture based on altruistic loveAddresses followers’ higher order needs for membership and self-actualizationReduces negative feelings, emotions and conflicts