1. Leadership and Corporate Culture

2. What is Leadership?

3. Why is the Leader Important to An Organization?

4. Levels of Leadership (Jim Collins, HBR, Jan. 2001)
Highly capable individual
Contributing team member
Competent manager
Effective leader – catalyzes commitment to and vigorous pursuit of a clear & compelling vision, stimulate high performance
Executive – builds enduring greatness through humility and professional wills

5. What are the Leadership Traits of Highly Productive Organizations?

6. Leadership Development
Leadership skills
Management skills
Communication skills
Problem identification and solving skills
Strategic development and execution skills

7. Leadership Strategies for Productivity Improvement?

8. Leadership Commitment (Donald N. Sull, HBR, June 2003)
Strategic frame
Resources
Processes
Relationships
Values

9. What Is Corporate Culture?

10. Definition of Culture Observable
Artifacts and behaviors: symbols, awards, stories, heroes, slogans, ceremonies
Not Observable
Values and beliefs
Underlying assumptions

11. Purpose of Culture Formal Informal Values and beliefs Behaviors
Organizational socialization
Formal
Informal
Behavioral conformity
Values and beliefs
Behaviors

12. Dominant Orientation of Culture
Market and financial-oriented: defined in terms of customers needs and financial performance
Materials- or product-oriented: defined in terms of the material it works with or the product it makes
Technology-oriented: defined in terms of the technology that it uses
People-oriented: defined in terms of how employees are hired and treated

13. “Best” Values They have a “grab-you-by-the heart” quality
They often precede and drive strategy
They are put into place by living them
They enable people at every level to become leaders
They are consistent with the everyday values to which most people aspire
They get managed as proactively as strategies, plans, and budgets.
Robert Waterman, What America Does Right

14. What Are the Foundations of A Productivity-Focused Culture?

15. Strategies to Create A Culture for Productivity Improvement?

16. Managerial Culture Reinforcement Actions
The behaviors managers measure and control
Managers’ reactions to crises
Modeling and coaching of expected behaviors
Criteria for allocation of rewards
Criteria for selection, promotion, and termination of employees

17. Actions to Change Culture
1. Change people’s behaviors through reward,
training, policies, etc.
2. Justify the new behaviors using new culture
artifacts: stories, symbols, rituals, heroes.
3. Communicate the new artifacts widely and
consistently
4. Hire new employees who match the new culture
5. Remove employees whose behaviors deviate
from the new culture values

18. Making Radical Change Anticipating, exploiting, and creating
“breakpoints”
Paul Strebel, Breakpoints

19. Organizational Transformation Process (John Kotter, Leading Change)
1. Establishing a sense of urgency
2. Creating the guiding coalition
3. Developing a vision and strategy
4. Communicating the change visions
5. Empowering employees for broad-based action
6. Generating short-term wins
7. Consolidating gains and producing more change
8. Anchoring new approaches in the culture

20. Strategies to Help Employees Embrace A Change Initiative?
Senior Managers
Middle Managers
Front-Line Staff

21. Organizational Design for Productivity Improvement
Simplify
Reduce the number of layers
Reduce and eliminate bureaucracy
Empower employees
Promote cooperation and information sharing
Teamwork
Cross-functional teams
Knowledge and information sharing systems