Half day open training event held in Toronto, Ontario.

1. All about culture
by Toronto Training and HR
September 2013

2. CONTENTS
5-6 Definitions
7-8 Primary characteristics of organizational culture
9-10 Traits of organizational culture
11-13 Elements of organizational culture
14-17 Dimensions of organizational culture
18-19 Strengthening organizational culture
20-24 Types of culture
25-26 What does culture look like?
27-28 Influences on culture
29-30 Cultural differences
31-32 Measuring culture
33-34 Assessing and identifying culture
35-37 Cultural competence
38-39 Performance reviews
40-41 How does ritual communication contribute?
42-43 Applying reward and recognition programs
44-49 Building a healthy culture
50-51 Conclusion and questions
Page 2

3. Page 3
Introduction

4. Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
10 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
Reducing costs, saving time plus improving
employee engagement and morale
Services for job seekers

5. Page 5
Definitions

6. Definitions
• Culture
• Corporate culture
• Organizational culture
Page 6

7. Page 7
Primary characteristics of
organizational culture

8. Primary characteristics of
organizational culture
• Innovation and risk taking
• Attention to detail
• Outcome orientation
• People orientation
• Team orientation
• Aggressiveness
• Stability
Page 8

9. Page 9
Traits of organizational
culture

10. Traits of organizational culture
• Involvement
• Consistency
• Adaptability
• Mission
Page 10

11. Page 11
Elements of organizational
culture

12. Elements of organizational culture
1 of 2
• Artifacts
• Values
• Assumptions
Page 12

13. Elements of organizational culture
2 of 2
• Vision
• Value
• Voice
Page 13

14. Page 14
Dimensions of
organizational culture

15. Dimensions of organizational
culture 1 of 3
• Innovation
• Stability
• Respect for people
• Outcome orientation
• Attention to detail
• Team orientation
• Aggressiveness
Page 15

16. Dimensions of organizational
culture 2 of 3
• Attitude
• Style
Page 16

17. Dimensions of organizational
culture 3 of 3
CULTURAL DIMENSIONS THEORY
• Power distance
• Uncertainty avoidance
• Individualism v collectivism
• Masculinity v femininity
• Long-term v short-term
orientation
Page 17

18. Page 18
Strengthening
organizational culture

19. Strengthening organizational
culture
Page 19

20. Page 20
Types of culture

21. Types of culture 1 of 4
• Work hard, play hard
• Tough-guy, macho
• Process
• Bet-the-company
Page 21

22. Types of culture 2 of 4
• Constructive
• Passive/defensive
• Aggressive/defensive
Page 22

23. Types of culture 3 of 4
• Me
• We
Page 23

24. Types of culture 4 of 4
Collaborative (clan) Create (adhocracy)
Control (hierarchy) Compete (market)
Page 24

25. Page 25
What does culture look
like?

26. What does culture look like?
• Invisible manifestations
• Visible manifestations
Page 26

27. Page 27
Influences on culture

28. Influences on culture
• Leadership
• Internal influences
• External influences
Page 28

29. Page 29
Cultural differences

30. Cultural differences
• Scale
• How does Canada compare?
• Values
Page 30

31. Page 31
Measuring culture

32. Measuring culture
• Exit interviews
• Churn rate
• Employee engagement surveys
• Internal v external fill rate
• Voice of the customer
Page 32

33. Page 33
Assessing and identifying
culture

34. Assessing and identifying culture
• Is everyone singing the same
chorus?
• How do leaders lead?
• Who gets to drink from the
information reservoir?
• Is this an organization based of
teams or of stars-and-
satellites?
• How does an organization
evaluate performance?
Page 34

35. Page 35
Cultural competence

36. Cultural competence 1 of 2
• Definition
• Comparison with cultural
training
Page 36

37. Cultural competence 2 of 2
Page 37
Desire Awareness Knowledge Skills

38. Page 38
Performance reviews

39. Performance reviews
• For employees with good
numbers and good values
• For those with bad numbers
and bad values
• For those with good values but
mediocre numbers
• For employees with great
numbers but disappointing
values
Page 39

40. Page 40
How does ritual
communication
contribute?

41. How does ritual communication
contribute?
• Metaphors
• Stories
• Rites and ceremonies
• Reflexive comments
• Fantasy themes
Page 41

42. Page 42
Applying reward and
recognition programs

43. Applying reward and recognition
programs
• Create an award program for
peer recognition of a job well
done or for going above and
beyond in their work
• Produce a monthly or quarterly
newsletter
• Plan an annual organizational-
wide retreat
• Host employee outings
• Recognize your employee’s
family including children and
pets
Page 43

44. Page 44
Building a healthy
corporate culture

45. Building a healthy corporate culture
1 of 5
• Trust
• Fairness
• Respect
• Alignment
• Communication
• Empowerment
• Efficient processes
• Structure
• Self-discipline
Page 45

46. Building a healthy corporate culture
2 of 5
• Total focus on customer
satisfaction and quality
• Behaviours required from
leaders and managers
• Quality of life
• The job itself
• Rewards
Page 46

47. Building a healthy corporate culture
3 of 5
STEPS TO TAKE
• Let everyone know the
strategic intent
• Align values
• Put the culture in print
• Allow people to express their
individuality
• Let the culture be bigger than
itself
• Encourage relationship building
Page 47

48. Building a healthy corporate culture
4 of 5
STEPS TO TAKE (CONTINUED)
• Look for ways to reward or
recognize people when you
catch them doing the right
thing
Page 48

49. Building a healthy corporate culture
5 of 5
HOW AND WHAT
• How you structure
• How and who you hire
• What you sat and do
• How you performance manage
• What you reward
• What you develop
• How you lead
Page 49

50. Page 50
Conclusion and questions

51. Page 51
Conclusion and questions
Summary
Videos
Questions