Presentation on theme: "Thomas Crane. Corporate Culture and Performance The Strong Culture Almost all managers share a set of relatively consistent values and methods of doing."— Presentation transcript:
Corporate Culture and Performance The Strong Culture Almost all managers share a set of relatively consistent values and methods of doing business. New employees adopt these values very quickly. The style and values tend not to change much when a new CEO takes charge – their roots go deep.
Strategically Appropriate Culture One uniform culture will not fit every company Each culture must create its own strategy to meet the needs of the industry it serves The culture must fit its business conditions Change in the business environment produced deterioration in performance if the culture did not change
Adaptive Culture Cultural characteristic most highly correlated with high performance The ability of the organization to continuously respond to changing markets and new competitive environments Managers provide leadership to initiate change in strategies and tactics whenever necessary to satisfy the legitimate interests of stockholders, customers, and employees.
Leadership is dramatically affected through asking for, responding to, and following up on feedback.
Theory X Traditional style of management People are lazy, uncreative, and need clear directions and penalties to support productivity The “carrot” and the “stick” No middle ground One of the first essentials lost under Theory X management is initiative Employees never develop a sense of ownership of problems
People’s sense of accountability and responsibility is lower than what is required for high performance Creativity suffers They do the minimum that is required and then go home
Theory Y Humanistic Assumes people are creative, capable, and internally motivated to achieve Management style is supportive and nurturing
Theory Z Japanese companies Build relationships and decision processes Works well in Japan but American workers are too individualistic to buy into this approach
Theory C(coaching) Combination of all three Research
What managers/employees wanted most from their jobs: Managers 1. Good wages 2. Job security 3. Promotion opportunities 4. Good working conditions 5. Interesting work
6. Loyalty from management 7. Tactful discipline 8. Appreciation 9. Understanding Attitude 10. Feeling “in” on things
Employees 1. Appreciation 2. Feeling “in” on things 3. Understanding attitude 4. Job security 5. Good wages
6. Interesting work 7. Promotion opportunities 8. Loyalty from management 9. Good working conditions 10. Tactful discipline
Theory C hypothesizes that people are motivated by: Intrinsic motivation of accomplishing the work itself Emotional ownership of the work(which occurs when they are allowed to be creative) Opportunity to understand and contribute to goals that are meaningful for the organization Leaders and managers who provide direction (vision) rather than directions, who are honest yet compassionate in all their communications, and who challenge and support people in achieving their goals. Feeling appreciated and knowing that they matter to the company they work for
Transformational coaching is “the art of assisting people enhance their effectiveness, in a way they feel helped.” Communication – personal Communication – interpersonal Communication – technical
Transformational coaching becomes the foundation for creating the true “high- performance, feedback-rich”. Leadership is not restricted to the few people at the top and in charge. Leadership – the constructive influencing of others in the achievement of organizational goals and objectives by providing direction, support, and a positive example through role modeling.
Visionary “If you can dream it, you can do it.” Walt Disney
Servant “I don’t know what your destiny will be, but one thing I do know: The ones among you who will be happy are those who have sought and found how to serve.” Albert Schweitzer
Coach “A manager’s task is simple – to get the job done and grow his staff. Time and cost pressures limit the latter. Coaching is one process which accomplishes both.” John Whitmore
Facilitator “When actions are performed without unnecessary speech, the people say, ‘We did it ourselves’.” Lao-Tsu
Role Model “Modeling may not only be the best way to teach, it may be the only way to teach.” Albert Schweitzer