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Work culture

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Work culture

  2. 2. CULTURE
  3. 3. The World is swiftly moving from an era where Business was the culture to an era where Culture is the Business.
  4. 4. A common set of values, beliefs, attitudes, perceptions and accepted behaviors shared by individuals within an organization Culture
  5. 5. How Culture is learned Culture is dynamic process and is learnt through: Language and symbols Ritual Sharing of Culture -
  6. 6. Selected RitualsSELECTED RITUALS TYPICAL ARTIFACTS Wedding Red , white Birth of child . Savings Bond, silver baby spoon Birthday Card, present, cake with candles 50th Wedding anniversary Catered party, card and gift, display of photos of the couple’s life together Valentine’s Day Candy, card, flowers New Year’s Eve Champagne, party, fancy dress
  7. 7. Work •Work is the core of life. •Work gives us status and binds us to the society. •Work provides fellowship and social life. •Work is an instrument of satisfying our ego. •Work by itself is a reward. •Work and Work Place constitute significant part of individual’s self-identity. •Work Behaviour is a function of the person and the environment.
  8. 8. Changing Phases of Work •Bible considered work as a punishment for man’s sins. •French , Greek and Roman ‘despised those who worked’ while ‘glorified those who engaged in spiritual activities’. •Bhagwad Gita views work as a duty without any concern for the outcome. •Finally, it came to be seen as the justification for man’s existence.
  9. 9. Work Ethos •Work ethos consists of a set of attitudes and value system appropriate for achieving the goals of the organisation. •Individual interacts with the organisation environment, the structured groups, the informal groups and thereby creates organisation culture. •Individual behaviour is affected by the culture which affects climate of the organisation.
  10. 10. Work Culture • Work culture relates to the perceptions, feelings and behaviour of people • Culture is the man-made part of the environment. It results in common pattern in people’s behaviour. • Culture of an organisation can be assessed on three counts : Tasks(goals), People and Processes. • Indian Work culture is deeply affected by the British culture of work.
  11. 11. The Movement of Cultural Meaning Culturally Constituted WorldCulturally Constituted World Consumer GoodsConsumer Goods Individual ConsumerIndividual Consumer Grooming Ritual Fashion System Advertising/Fashion System Exchange Ritual Possession Ritual Divestment Ritual Instrument of Meaning Transfer Location of Meaning
  12. 12. Culture a force behind - productivity and excellence -commitment makes participation a positive one. -measured in terms of responsibility, self -discipline, and productive work. ethos: standards, quality, and excellence of products and services. -refers to the sense of “being” a member of the collectivity, ‘reinforcing self esteem’ and work activities; defines loyalty not only to the job but also to the goals and ends of the company. -ethos: collective responsibility -refers to the sense of “becoming” a member of the group, generating loyalty, trust, and confidence . If one is proud of his company, he would not do anything to destroy it. -ethos: group loyalty -refers to sense of “belongingness” to the group, involving the structuring of individual status and definition of individual role in the collectivity. -ethos: identity with the ideals and goals of the company. COMMITTMENT PRIDE IDENTITY PRODUCTIVE PARTICIPATION
  13. 13. •It creates distinction between one organization & the other. •It conveys a sense of identity for organization members. •It facilitates the generation of commitments to something larger than one’s individual self- interest. •It enhances the stability of the social system. WHAT DOES CULTURE DO
  14. 14. Need for new organizational culture • Organizations are restructuring, downsizing and outsourcing, employee morale has fallen to new depths. • The unconditional loyalty and dedication of employees who looked upon their jobs as careers and their employment as relatively secure is replaced in many companies with uncertainty .
  15. 15. A new organizational culture must be developed to overcome barriers to change and renew - an attitude of commitment and cooperation.
  16. 16. MISSION, VISION VALUES COMMITMENT AND ATTITUDE -CONCEPTS Leadership is not limitedLeadership is not limited just to singular measure ofjust to singular measure of effectiveness – it is aeffectiveness – it is a multidimensionalmultidimensional phenomenon.phenomenon.
  17. 17. Work Culture and Motivation •Conducive work culture creates inner desire - positive attitude to ensure that people in the organisation contribute their best. •Need of the hour is to inculcate the feeling of dynamic environment where people are self-motivated and rewards are well-knit with the performance.
  18. 18. Max & Max
  19. 19. • Meet Max – Max is a dog of the finest breeding. – He was rigorously trained to retrieve game at the slightest nod from his owner. – He is slightly motivate to serve his master’s needs. • Meet Max – Max is talented, amiable, full of energy, and well educated. – He is anxious to enter the arena of customer service and make a contribution, and he’s bursting with innovative ideas.
  20. 20. • Meet Mr. Harold – Mr. Harold is an average manager of customer service for New World Imports. – Service is the byword in his department. – He has some untapped ideas about customer service. • Max and Max – Max and Max both have new opportunities – a chance to learn, a chance to show their stuff. – Each comes to learn about limits, though: – stay on the lawn; – get your own job figured out first, then you can start worrying about mine.
  21. 21. VISION,MISSION, VALUES ATTITUDE, AND COMMITMENT Simple Secrets That Guarantee You Success!!
  22. 22. VISION • A shared view of the future. • Arrive at common understanding of what future could be • It is the energy and inspiration of short-term goals and vision which drives the whole system.
  23. 23. VISION • Set clear objectives, • Obtain commitment, provide proper support and work in line with the vision towards achieving the desired objectives.
  24. 24. Mission A mission provides the organization with a sense of purpose. Without explicit purpose any organization is doomed to perform its functions without any specific direction or goal in mind.
  25. 25. MISSION • An effective mission is articulation of an organization’s purpose or reason for its existence. • Mission is a description of a desired future state. • It drives the organization, inspires and motivate people towards its achievement. • It also provides a basis of setting goals and direction for decision making.
  26. 26. PURPOSE & VALUES Great minds have purposes; others have wishes. - W.Irving Purpose is your vision; It is the driving force in all accomplishments of greatness. You don’t have to be famous to live a heroic life.
  27. 27. PURPOSE & VALUES All that’s required is having a goal bigger than you are. Our Values are the wellspring from which comes all that we want in life, everything we seek and search for. Our values are the source of who we think we are.
  28. 28. Spirituality 28 Create and maintain dynamic, performance-driven culture NAPINO CULTURE
  29. 29. MISSION “Our mission is to continuously strengthen and upgrade our manufacturing processes, quality systems and people competencies to achieve our Vision.” Empowerment & delegation Listening ability & willingness Honoring commitment, accepting mistakes Harmony & Co- operation Openness CORE VALUES WITHIN OUR MISSION
  30. 30. Napino core values are: •Openness, •Empowerment & delegation, •Listening ability & willingness, •Honoring commitment, •Harmony & Co-operation. CORE VALUES OF NAPINO
  31. 31. •Promotes high morale, peak performance and high productivity. •To bring about a change of work culture, Managers must introspect, create and communicate the vision, elicit the desired response and empower people. POSITIVE WORK CULTURE
  32. 32. • Positive work culture means performance oriented culture. • We need leaders who will have no excuses, internalise the core responsibilities and have tremendous potential. • A large share of the responsibility for change in work culture lies at the door of management. • The intention for change must come from management.
  33. 33. • POSITIVE WORK CULTURE - promotes high morale, peak performance and high productivity. • To bring about a change of work culture, Managers must introspect, create and communicate the vision, elicit the desired response and empower people.
  34. 34. • Successful Executives in successful organisations put people at the heart of Corporate strategies. • People who make great companies have realised that putting people at the heart of corporate strategy means Humanness of the Resources. Creating Positive Work Culture
  35. 35. There is something fundamentally different about people, call it emotion, call it a soul.
  36. 36. • Trust and commitment prove difficult for competitors to imitate. • At the heart of the human side of an organisation are people with a soul, feelings and emotions.
  37. 37. No Company can achieve radical improvement in business performance without “Revitalising People”
  38. 38. What is “Revitalising People” • Revitalising People entails – Change of Attitude – “Mindset Change” • But can we teach Old hays…new Tricks??
  39. 39. It is observed that: • Some Individuals with the same attitude and personality traits, can behave differently with different context. • To change the behavior, the context has to be changed.
  40. 40. What does the Organisation want from it’s People? • The Organisation wants it’s People to: – Collaborate – Share – Help each other – Feel a sense of commitment – Take initiative – Learn continuously – Bring benefits of learning – Support company success
  41. 41. Overall, the point is simple: If you wish to see Initiative, Collaboration, Commitment and Learning, the Challenge is to Change/ Create the right “Smell of the Place” -Culture
  42. 42. Potential dysfunctional aspects of culture • Barriers to change • Barriers of diversity • Barriers to acquisitions CULTURE AS LIABILITY
  43. 43. GLOBAL MANAGER According to Andrew Kakabadse: • There are two views about global manager a. Global manager is a manager b. They are entirely different breed of executives The stronger view is they are different breed of executives What make a GLOBAL MANAGER exceptional -that he can think across the cultural boundaries.
  45. 45. LEADERSHIP
  46. 46. No creature can fly with just one wing • Gifted leadership occurs where heart & head - feelings and thought - meet
  47. 47. LEADERSHIP
  48. 48. LEADERSHIP • Leaders shape the future and make it happen. • They are the role models for values, ethics and inspiring trust at all levels and at all times. • They develop mission, vision, values and ethics. • They reinforce a culture of innovation, excellence and involvement. • They ensure that organization is flexible and manages change effectively.
  49. 49. • Seizing the opportunities for tomorrow. • Raising the aspirations of followers. • Dreaming the impossible and helping followers to achieve. • Making people believe in themselves. • Making people achieve miracles. LEADERSHIP CALLS FOR -
  50. 50. Leadership is Action, Not Position.
  51. 51. Leadership is showing the way by one’s own example.
  52. 52. The very essence of leadership is that you have to have Vision.
  53. 53. If your actions inspire others to dream more, learn more and do more, you are a leader. -- John Quincy Adams
  54. 54. If you lead the people with correctness, who will dare not to be correct.
  55. 55. All his lifetime, Shastri ji was known for honesty and humility. His simple lifestyle was reflective of his higher state of mind and the unsurpassed spirit of self-sacrifice.
  56. 56. Shastriji propagated - Jai Jawan, Jai Kisan Hail the soldier, Hail the farmer If one person gives up one meal in a day, some other person gets his only meal of the day
  58. 58. • Leader is a people’s person, endowed with the gift of the communication and a personality that helps him adapt to different cultures in different countries. • Americans have a direct, informal and a conversational approach and the Japanese a more indirect and formal style when it comes to business communication. • Germans, it’s best to win them with theoretical concepts and Americans they’re happy with straight statements. LEADERSHIP ACROSS CULTURES
  59. 59. •In some companies, cultural understanding is a requirement for all team leaders. • In a global world, cross- cultural training is something that companies cannot do without. •Most European managers tend to reflect more participative and democratic attitudes – but not in every country. •Organizational level, company size, and age seem to greatly influence attitudes toward leadership. LEADERSHIP ACROSS CULTURES
  60. 60. • Japan is well known for its paternalistic approach to leadership • Japanese culture promotes a high safety or security need, which is present among home country–based employees as well as MNC expatriates • Japanese managers have much greater belief in the capacity of subordinates for leadership and initiative • Younger U.S. managers appear to express more democratic attitudes than their older counterparts on all four leadership dimensions LEADERSHIP ACROSS CULTURES
  61. 61. Role of Attitude •Attitude towards work and life has a role in the formation of the culture of an organisation. •It is possible to influence the attitudes / value system of people through appropriate modification of the environment. •Interplay of individual’s attitudes and organisation realities give shape to the organisation culture.
  62. 62. Your Attitude Determines Your Altitude
  63. 63. “ A young lady was waiting her flight in the boarding room of a big airport.
  64. 64. As she would wait for many hours, she decided to buy a book to spend her time. She also bought a packet of cookies.
  65. 65. She sat down on a airmchair, in the VIP room of the airport, to rest and read in peace.
  66. 66. Beside the airmchair there was the packet of cookies, a man sat down, opened his magazine and started reading.
  67. 67. When she cought the first cookie, the man cought one also. She felt herself infuriate but didn’t say anything. She just thought: “What a nerve! If I was in the mood I would punch his eye not to forget this daring!”
  68. 68. To each cokkie she cought, the man cought one either. That was letting her infuriated but she couldn’t react.
  69. 69. When remained only one cookie, she thought: “ah... What this abused man will do now?” Then, the man, divided the last cookie in the middle, giving her the half.
  70. 70. Ah! That was too much! She was too much angry! Then, she caught her book, caught her things and headed to the boarding place.
  71. 71. When she sat down in an armchair, inside the plane, she looked into her purse to catch her eyeglasses, and, to her surprise, her packet of cookies was there, untouched, closed!
  72. 72. She felt so much ashamed!! She realized that she was the wrong one... She had forgotten that her cookies were kept into her purse.
  73. 73. The man divided his cookies with her, wihtout feeling infuriated, nervous or mad...
  74. 74. ...while she was been very mad, thinking that he was dividing her cookies with him. but there was no more time to explain herself... Nor to apologizes!”
  75. 75. There are 4 things that u can’t recover...
  76. 76. The stone... ...after shot!
  77. 77. The word... ... ...after pronounced!
  78. 78. The occasion... ... after lost!
  79. 79. The time... ...after gone!
  80. 80. { Life is "now" { Time to do what you want to do is now { Desire to achieve { Committment to achieve { Capacity to get along with others { Clarity in target/goals POSITIVE ATTITUDE
  81. 81. • Our attitude in our personal life speaks volumes of our performance at work. • It is both an attitude and a skill to succeed at any level. • Our best evolves from our heart, not from our eyes. • An emotional response clouds our judgment and creates guilt. • There is no embarrassment in falling down, but problem is with not getting up and moving on is LIFE. POSITIVE ATTITUDE
  82. 82. •Look for goodness in people •Build a positive Self Esteem •Avoid Negative Influences •Work on Continuous Self Development BUILDING POSITIVE ATTITUDE
  84. 84. “Emotional Intelligence Sets Apart Good Leaders” EMOTIONAL INTELLIGENCE
  85. 85. Emotional intelligence is the ability to sense, understand and effectively apply the power and acumen of Emotions.
  86. 86. It is with the heart that one sees rightly. What is essential is invisible to the eye.
  87. 87. Executive EQ • With high IQ you get hired; with a high IQ you get promoted, with high IQ you can handle daily work routine. With high EQ, you can thrive during times of change. • With high IQ, you can be an efficient professional manager. With high EQ you become a Great Leader.
  88. 88. • Emotional Intelligence motivates us to pursue our unique potential and purpose. • Emotions are inherently neither positive nor negative rather emotions are a source of human energy, authenticity and drive. • Emotions keep you honest, with yourself, shapes trusting relationships, provide an inner compass for your life. EMOTIONAL INTELLIGENCE
  89. 89. EMOTIONAL INTELLIGENCE & INTELLIGENCE QUOTIENT • IQ offers little to explain the different destines of people with roughly equal promises, schooling, and opportunity. • 95 Harvard students from classes of 1940s were followed into middle age. It was found that the men with the highest test scores in college were not particularly successful compared to their lower-scoring peers in terms of salary, productivity, or status in their own field. They also did not have the greatest life satisfaction nor high levels of happiness with friendships, family and romantic relationship.
  90. 90. BASIC EMOTIONS • Joy • Surprise • Sadness • Anger • Disgust • Fear
  91. 91. The problem is not with emotionality but with the appropriateness of emotions and its expression. The challenge is to manage our emotional life with intelligence.
  92. 92. HANDLING RELATIONSHIPS • The art of relationship is mostly the skill of managing emotions in others. • These are the abilities that enhance popularity, leadership, and interpersonal effectiveness. • People who excel in these skills do well at anything that involves interacting with others and are social stars
  93. 93. EI ADDS VALUE • Helps not to run people down • Assists to build up relations gradually • Prompts to empathize EI is Sensitive to the Motivation of Others • Develops emotional bondage with people • Count on People and trust them • Respect others convictions and opinions
  94. 94. Managing one’s own Emotions EI is like a smoke alarm--we’re not good at influencing whether a particular emotion will arise. EI tells us something is arising.
  96. 96. GALLUP SURVEY • It is a feedback system tied to bottom line – sales growth, Productivity and Customer Loyalty for the employees that would identify and measure elements of worker engagement. • Studies have revealed that: - Employee actively engaged in job role: 29% - Employees not engaged in job role : 54% - Employees disengaged in job role : 17%
  97. 97. Questions Your Rating Q01 I know what is expected of me at work. Q02 I have the materials and equipment to do my work right. Q03 At work, I have the opportunity to do what I do best every day. Q04 In the last seven days, I have received recognition or praise for doing good work. Q05 My supervisor, or someone at work, seems to care about me as a person. Q06 There is someone at work who encourages my development. Q07 At work, my opinions seem to count. Q08 The mission or purpose of my organization makes me feel my job is important. Q09 My associates or fellow employees are committed to doing quality work. Q10 I have a best friend at work. Q11 In the last six months, someone at work has talked to me about my progress. Q12 This last year, I have had opportunities to learn and grow. Employee Engagement Effectiveness Index (5=Strongly Agree, 4=Agree, 3= Neither Agree nor Disagree, 2=Disagree,1=Strongly Disagree)
  99. 99. Questions Your Rating Q01 My manager/supervisor demonstrates competence in his or her job. Q02 My manager/supervisor treats everyone fairly (i.e., plays no favorites). Q03 My manager/supervisor creates a motivating and supportive work climate. Q04 My manager/supervisor represents my needs, ideas and suggestions to his/her manager. Q05 My manager/supervisor takes an interest in my professional growth and development. Q06 My manager/supervisor involves me in decision making, problem solving and planning processes. Q07 My manager/supervisor creates a high performance and collaborative work team. Q08 I have the opportunity to interact with Management above my immediate supervisor. Leadership Effectiveness Index (5=Strongly Agree, 4=Agree, 3= Neither Agree nor Disagree, 2=Disagree, 1=Strongly Disagree)
  100. 100. The score of Great Workplace Award should have min. score 4.5 At the same time your engagement is very high to the company. RESULT EMPLOYEMENT ENGAGEMENT SURVEY LEADERSHIP SURVEY The Great Manager should have minimum score 4.5
  101. 101. • Cultural Orientation Indicator It helps us to understand work style preferences across human dimensions. • Time How individuals perceive time, view action and interaction. • Communication Individuals are direct or indirect, formal or informal in their communication style. • Space Certain cultures have a closely guarded private and public space approach. • Power Western cultures usually value equality while Asian cultures are associated with hierarchy.
  102. 102. • Competitiveness In some cultures the emphasis is on cooperating with others while in others competition drives people to get ahead. • Structure How cultures approach change or are pre-disposed to flexibility. • Thinking • Some cultures prefer anecdotal examples while others favour theoretical concepts. • Different Indian companies have different approaches when it comes to meeting the challenge of sending their employees to work in a new, multi-cultural environment.