1.
WORK CULTURE

2.
CULTURE

3.
The World is swiftly moving from an
era where Business was the culture to
an era where Culture is the Business.

4.
A common set of values, beliefs,
attitudes, perceptions and accepted
behaviors shared by individuals within
an organization
Culture

5.
How Culture is learned
Culture is dynamic process and is learnt
through:
Language and symbols
Ritual
Sharing of Culture
-

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.
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.
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.
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.
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.
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.
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.
•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.
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.
A new organizational culture must be
developed to overcome barriers to change
and renew - an attitude of commitment
and cooperation.

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.
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.
Max & Max

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.
• 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.
VISION,MISSION, VALUES ATTITUDE, AND
COMMITMENT
Simple Secrets That
Guarantee
You
Success!!

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.
VISION
• Set clear objectives,
• Obtain commitment, provide proper
support and work in line with the
vision towards achieving the desired
objectives.

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.
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.
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.
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.
Spirituality
28
Create and maintain dynamic, performance-driven culture
NAPINO CULTURE

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.
Napino core values are:
•Openness,
•Empowerment & delegation,
•Listening ability & willingness,
•Honoring commitment,
•Harmony & Co-operation.
CORE VALUES OF NAPINO

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.
• 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.
• 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.
• 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.
There is something fundamentally
different about people, call it
emotion, call it a soul.

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.
No Company can achieve radical
improvement in business
performance without
“Revitalising People”

38.
What is “Revitalising People”
• Revitalising People entails
– Change of Attitude
– “Mindset Change”
• But can we teach Old hays…new Tricks??

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.
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.
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.
Potential dysfunctional aspects of culture
• Barriers to change
• Barriers of diversity
• Barriers to acquisitions
CULTURE AS LIABILITY

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.

44.
GLOBAL MANAGER

45.
LEADERSHIP

46.
No creature can fly with just one wing
• Gifted leadership occurs where heart & head
- feelings and thought - meet

47.
LEADERSHIP

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.
• 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.
Leadership is Action,
Not Position.

51.
Leadership is showing the way
by one’s own example.

52.
The very
essence of
leadership is
that you have
to have Vision.

53.
If your actions inspire
others to dream more,
learn more and do more,
you are a leader.
-- John Quincy Adams

54.
If you lead the people with
correctness, who will dare not to
be correct.

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.
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

57.
LEADERSHIP ACROSS CULTURES

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.
•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.
• 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.
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.
Your Attitude
Determines
Your
Altitude

63.
“ A young lady was
waiting her flight in the
boarding room of a big
airport.

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.
She sat down on
a airmchair, in the
VIP room of the
airport, to rest
and read in
peace.

66.
Beside the
airmchair there
was the packet
of cookies, a
man sat down,
opened his
magazine and
started reading.

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.
To each cokkie
she cought, the
man cought one
either.
That was letting
her infuriated
but she couldn’t
react.

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.
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.
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.
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.
The man divided his
cookies with her,
wihtout feeling
infuriated, nervous
or mad...

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.
There are 4 things that u can’t recover...

76.
The stone...
...after shot!

77.
The word... ...
...after pronounced!

78.
The occasion...
... after lost!

79.
The time...
...after gone!

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.
• 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.
•Look for goodness in people
•Build a positive Self Esteem
•Avoid Negative Influences
•Work on Continuous Self Development
BUILDING POSITIVE ATTITUDE

83.
EMOTIONAL
INTELLIGENCE

84.
“Emotional Intelligence Sets Apart
Good Leaders”
EMOTIONAL INTELLIGENCE

85.
Emotional intelligence is the ability
to sense, understand and
effectively apply the power and
acumen of Emotions.

86.
It is with the heart that
one sees rightly. What is
essential is invisible to
the eye.

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.
• 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.
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.
BASIC EMOTIONS
• Joy
• Surprise
• Sadness
• Anger
• Disgust
• Fear

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.
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.
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.
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.

95.
EMPLOYEE ENGAGEMNET
SURVEY

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.
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)

98.
LEADERSHIP SURVEY

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.
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.
• 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.
• 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.