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CORPORATE CULTURE,[object Object],Aco Momcilovic,[object Object],HR Specialist,[object Object],L’Oreal Adria d.o.o.,[object Object]
Content,[object Object],Introduction,[object Object],Different Models,[object Object],Why it is important,[object Object],Cultural Fit,[object Object],How it is created (Examples, Interpretation),[object Object],Cultural Interview,[object Object],Does It Make Difference? (Effectiveness),[object Object],Examples,[object Object],Finish,[object Object]
Artifacts (visible organizational structure and processes),[object Object],Values (strategy, goals, philosophy),[object Object],Assumptions (unconscious beliefs, perceptions and feelings,[object Object]
Group Interaction,[object Object],Positive Results,[object Object],Norms of Behavior,[object Object],Shared Values,[object Object],CULTURE,[object Object],The emergence of culture,[object Object]
Strategic fit,[object Object],“Vision”,[object Object],(to be),[object Object],communication,[object Object],communication,[object Object],“Strategy” (What do we need to focus on),[object Object],“Culture” (How to behave along the way),[object Object],communication,[object Object],Current situation,[object Object],“As it is”,[object Object]
DIFFERENT MODELS,[object Object]
Flexibility,[object Object],Open Systems Model:,[object Object],Human Relations Model:,[object Object],Goals:  HRM Development, Morale,[object Object],Goals:  Growth, Resource Acquisition,[object Object],Cultural Values: (Consensual),[object Object],Cultural Values:  (Developmental),[object Object],- Creativity,[object Object],- Inventiveness,[object Object],- Growth,[object Object],- Competiveness,[object Object],- Teamwork,[object Object],- Participation,[object Object],- Supportiveness,[object Object],Matching Strategy:,[object Object],          - Defender,[object Object],          - Prospector,[object Object],          - Analyzer,[object Object],Matching Strategy:,[object Object],            -Prospector,[object Object],Internal,[object Object],External,[object Object],Goals:  Stability and Control,[object Object],Goals:  Efficiency, Productivity,[object Object],Cultural Values:  (Hierarchical),[object Object],Cultural Values: (Rational),[object Object],- Task focus,[object Object],- Goal clarity,[object Object],- Efficiency,[object Object],- Performance,[object Object],- Centralization,[object Object],- Routinization, formalization,[object Object],- Stability, continuity, order,[object Object],- Predictable performance outcomes,[object Object],Matching Strategy:,[object Object],          - Defender,[object Object],Matching Strategy:,[object Object],            - Analyzer,[object Object],Rational Goal Model:,[object Object],Internal Process Model:,[object Object],Control,[object Object]
Role, Control, Goal andSoul Models ,[object Object]
CONTROL,[object Object]
ROLE,[object Object]
GOAL,[object Object]
SOUL,[object Object]
In Riding theWaves of Culture, Fons Trompenaars,[object Object],In the same way, we believe that effective organisations focus attention not on one culture, but on an appropriate balance of the four cultures so that the best attributes of each enable the organisation to thrive,[object Object],systemic model - described three levels ofculture; 1) the explicit layer made up of artifacts and products and other observable signs, 2) themiddle layer of norms and values and 3) the implicit layer, which is comprised of basic assumptionsand beliefs.,[object Object]
Why is corporate culture so important?,[object Object],To survive and prosper in a ever-changing environment, adaptability is key,[object Object], industries need more than gradual adjustment to changing circumstances; we need to shift paradigms,[object Object],The central challenge: to create and lead an adaptive enterprise,[object Object]
Cultural Fit Research,[object Object],A&DC – effects of cultural fit,[object Object],when Cultural Fit is absent employees report lack of engagement with their employer and their colleagues,[object Object],In small and mid-size businesses, it’s common for the company culture to reflect the person at the top. ,[object Object]
One More Time,[object Object],With some examples,[object Object]
Corporate Culture,[object Object],[object Object]
Set of key behaviors, beliefs and shared understandings that are shared by members of the organization.,[object Object],[object Object],the correct way to think and act.,[object Object],[object Object],[object Object]
  Rites and ceremonies  -  Elaborate planned events conducted for the benefit of an ,[object Object],   audience.,[object Object],-  Used to reinforce specific values or create a bond among people.,[object Object],-  Four types of rites and ceremonies:,[object Object],[object Object],[object Object]
  Annual awards night.
  Enhances social identities and increase status of employees.,[object Object]
  Refurbish social structures and improve organizational     functioning.,[object Object],[object Object],[object Object]
  Narratives based on true events that are shared among    organizational employees and told to new employees to inform ,[object Object],   them about an organization.,[object Object],-  Stories keep alive the primary values of the organization.,[object Object],-  Commonly include company heroes or historic legends.,[object Object]
Corporate Culture,[object Object],[object Object],-  Physical artifacts use to focus attention on a specific item.  ,[object Object],-  Nordstromexample:,[object Object],[object Object]
  Includes slogans and metaphors.
  3M – “at 3M the 11th commandment is never kill a new product idea.”
YEGA ,[object Object]
Does Culture Makes Difference?,[object Object]
System Effectiveness,[object Object],Constructive cultures promote a greater “exchange” between the organization and  members (and increase effectiveness),[object Object],Aggressive/Defensive cultures fail to enhance members’ contributions and outcomes (and thus promote turnover),[object Object],Passive/Defensive cultures reduce members’ contributions and outcomes     (and reduce effectiveness),[object Object]
System Effectiveness,[object Object],Greater effort,[object Object],Higher performance,[object Object],More innovative solutions ,[object Object],[object Object],Outputs (to members)>  Inputs (from members),[object Object],Higher satisfaction ,[object Object],Lower stress,[object Object],Greater inclusion & integration ,[object Object]
Approval (3),[object Object],Conventional (4),[object Object],Dependent (5),[object Object],Avoidance (6),[object Object],Passive/Defensive Cultures,[object Object]
Aggressive/Defensive Cultures,[object Object],Oppositional (7),[object Object],Power (8),[object Object],Competitive (9),[object Object],Perfectionistic (10),[object Object]
Achievement (11),[object Object],Self-Actualizing (12),[object Object],Humanistic (1),[object Object],Affiliative (2),[object Object],Constructive Cultures,[object Object]
Differences between employees,[object Object],Life Styles Inventory,[object Object],(Descriptions by Others),[object Object],Effectiveness in,[object Object], Current Position,[object Object], Top 10%,[object Object],(n = 487),[object Object]
Differences between employees,[object Object],Life Styles Inventory,[object Object],(Descriptions by Others),[object Object],Effectiveness in,[object Object], Current Position,[object Object],Bottom 10%,[object Object],(n = 459),[object Object]
166%,[object Object],Revenue,[object Object],74%,[object Object],Stock Prices,[object Object],1%,[object Object],Net Income,[object Object],IMPACT on Performance,[object Object],DefensiveCulture,[object Object],ConstructiveCulture,[object Object],682%,[object Object],4X!,[object Object],901%,[object Object],12X!,[object Object],756%,[object Object]
Metamorphosis,[object Object],Organizational Culture – National Culture,[object Object],National Culture has bigger influence than corporate,[object Object]
Different Examples,[object Object],Imagine few extreme cultures,[object Object]
Art Gallery,[object Object],Visible aspects of cultural organization,[object Object]
LIBRARY,[object Object],Way to solve problems, documentation, politics, written communication ...,[object Object]
Church,[object Object],Holy place. Strategy, goals, philosophy,[object Object]

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