June 8th 2010 Understand Company Culture
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Bounce Back St. Louis workshop on Understanding Company Culture
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June 8th 2010 Understand Company Culture
- 1. Understanding Corporate Culture June 8 th , 2010 Sheila Burkett Tuxedo Park Management, LLC
- 8. Culture Models General Groupings of Company Traits
- 11. Adizes Corporate Life Cycle Model
- 16. Jim Collins - Flywheel
- 17. Jim Collins – Level 5 Leadership
Notas do Editor
- WELCOME First Time Attendees Missouri Career Source, Frank Alaniz
- Shared values and practices of the employees. May not match the published culture. Meridian Group: A company’s culture is its personality. It tells people how to do their work. It takes signals from leaders. It underlines motivation, morale, creativity and marketplace success. A company is a culture. Culture sets how we behave; what to do and what not to do Gallop Poll in USA Today (5/20/01) 25% of employees are actively engaged 55% of employees have no enthusiasm for their work 19% are so uninterested or negative about their work people who work for employers that are hiring new workers tend to have a significantly more positive outlook on their lives than people who work for companies that are laying people off. August, 2009 Gallup While 50% of Americans employed full- or part-time are completely satisfied with their job security today, this is the lowest level seen since 2003, and is down from a high of 56% in 2007. As a result of these shifts, some of which are quite small, workers are now registering the highest satisfaction levels Gallup has seen with respect to their vacation time (56% completely satisfied), health insurance benefits (43%), workload (54%), opportunities for promotion (40%), safety conditions (76%), and personal recognition (50%).
- http://www.itstime.com/aug2000.htm#models Within the company, there may be sub-cultures in departments, divisions, regions or operating units. Corporate culture starts when the organization begins and develops as it grows. Over time, the culture changes as people come and go. Culture reflects the values, ethics, beliefs, personality and traits of the company's founders, management and employees. In a well-established company, the culture is so strong that even new top management may not be able to change it. Or, if they try, it may take 5, 10 or 20 years to change. Employees who feel comfortable and compatible with the company culture will stay; those who don't will leave or will not perform as well as they can
- Neither preference is right or wrong, just as no one type of leadership style is best for all situations. However, it's useful to understand what your natural leadership tendencies are, so that you can then working on developing skills that you may be missing. A popular framework for thinking about a leader's 'task versus person' orientation was developed by Robert Blake and Jane Mouton in the early 1960s. Called the Managerial Grid, or Leadership Grid, it plots the degree of task-centeredness versus person-centeredness and identifies five combinations as distinct leadership styles. Understanding the Model The Managerial Grid is based on two behavioral dimensions: Concern for People - This is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task Concern for Production - This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task. Blake/Mouton Model: http://www.mindtools.com/pages/article/newLDR_73.htm Country Club Style: thoughtful attention to needs of people for satisfying relationships; comfortable, friendly organization atmosphere and work tempo. Authority-Obedience Style: efficient operations where human elements interfere to a minimum degree. Impoverished Style: exertion of minimum effort to get required work done. Organization Man Style: balancing concern for people with concern for production. Team Style: work accomplishment is from committed people; 'common stake' leads to relationships of trust and respect.
- Jeffrey Sonnenfield's Model: (Yale School of Management) http:// mba.yale.edu/faculty/profiles/sonnenfeld.shtml http:// managementhelp.org/org_thry/culture/culture.htm Academy Culture: for steady climb through the organization; IBM is the classic 'academy' where employees think of themselves as "IBMers" for the rest of their life; constant training to reinforce the culture. Clubs: group consensus and the good of the organization comes first; employees tend to have substantial equity in their company and expect to stay throughout their career. Baseball Teams: entrepreneurial style; people are rewarded for their individual contributions; great emphasis on personal freedom and flexibility. Fortresses: concerned with survival; many are struggling to reverse their fortunes; no promise of job security or reward; often turn-around or crisis situations.
- Dr. Ichak Adizes Model: Courtship: pre-organization birth; as in "falling in love," courtship may or may not lead to marriage and family; people are committed to developing an organization; entrepreneurism is pre-dominant. Affair: courtship leading nowhere. Infancy: very early stage company; performance is predominant. Infant mortality: death in the early stages. Go-Go: performance of the company and entrepreneurism are predominant traits. Founder/family trap: death due to lack of the development of administrative and integration functions. Adolescence : administrative roles and entrepreneurism are balanced as pre-dominant, with performance and integration less prominent. Unfulfilled entrepreneur: entrepreneurism high, but other styles can't develop. Premature aging: performance and administration high, entrepreneurism low, integration never develops. Prime: performance, administration and entrepreneurism are balanced as pre-dominant; integration is less prominent. Stable: performance, administration and integration are all balanced as pre-dominant; entrepreneurism is less prominent. Aristocracy: administration and integration are balanced as pre-dominant; performance and entrepreneurism are less prominent. Early Bureaucracy: administration is the pre-dominant trait; performance and integration is less prominent; entrepreneurism is non-existent. Bureaucracy: administration is it; performance, integration and entrepreneurism are non-existent. Death: limited or no functionality, the organization cannot survive without emergency measures.
- Management by Objective Common goals Effort and measurements Stonecutters analogy “ I am making a living” “ I am doing the best job of stonecutting in the entire country” “ I am building a cathedral” All must relate to whole and not for the sake of being the best Management by Crisis or Drives Is there Self-control Do best rather than just enough Push decisions to lowest level Pay for results What tools are they using
- How are reports and procedures being used? Common misuse Believe that procedures are instruments of morality Procedures are a substitute for judgement Instrument of control from above; info to others (upper management/peers) that the person supplying the info doesn’t need
- Picking People: General George C Marshall (WWII) and Alfred P Slone Jr. (GM 40+ yrs) I made a mistake if a person I put into a job doesn’t perform Manager’s have a duty to make sure responsible people perform. As the person making the decision on people with the organization, I should make the decision well Don’t give new people major assignments.
- The Individual Be Effective Get the right things done Focus on Contribution Stress on responsibility Know your strengths and values Know your time Record Manage Consolidate Effective Decisions Concentrate on important ones Impact rather than technique Sound rather than cleaver Functioning Communications Is perception Is expectation Makes demands Communication and information are different and opposite – yet interdependent Leadership as Work Performance A means Is not charisma Is not personality traits Responsible rather than rank and priviledge Do not blame others Not afraid of strenghth in associates and subordinates Earn trust; to trust a leader is not necessary to like or agree with Consistency Innovation Success=opportunity focused and not risk focused
- St Louis Business Journal Best Employers lists Working Women