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THE ORGANIZATION’S CULTURE AND VALUES

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bokk magbitang

on 15 September 2013

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Transcript of THE ORGANIZATION’S CULTURE AND VALUES

CHAPTER 8
THE ORGANIZATION’S CULTURE AND VALUES
INTRODUCTION
Vision, Mission and Culture are inter-connected. Vision and Mission are shaped by culture and culture comes alive through vision and mission.

Vision and Mission are the major external focus for our actions.

Culture provides the underlying foundation for our actions and behavior.

8.1 ORGANIZATION’S CULTURE
According to A.D’ Souza, An organization’s culture
is an amalgam of:

1. Shared Values

2. Common Mindset

3. Characteristic Behaviors
Management Style
Relationships
Dress

4. Symbols
8.2 ORGANIZATION’S VALUES
An organization’s values answer the question: “WHAT IS IMPORTANT TO US?”

CORE ORGANIZATIONAL VALUES ARE UNDERSTANDINGS ABOUT:

What is most important?
How to treat other people?
How to work together?

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Values enhance harmony and teamwork.
-Values that remain unclear or unexplored can create tension or conflict and make people feel understood, confused or frustrated.

CORPORATE SOCIAL RESPONSIBILITY
-Provide an anchor when an organization or individual is buffeted by a storm of change.

-It is moral compass that gives direction when things get rough.

-They are a guide to help you reach your destination—your vision and mission.
VALUES
1. Create an atmosphere of common purpose and trust.
2. Clarify goals and ways those goals will be achieved.
3. Set priorities and sort out information overload.
4. Provide a clearer focus for performance and feedback5. .
5. Indicate which behaviors are acceptable and appropriate and which are not within the organization.
6. Specify how the organization wants to deal with and be perceived by people outside the organization.
7. Provide guidelines for selecting and orienting new members or employees who will not have to spend much time identifying and understanding organizational values.
PETERS AND WATERMAN STATED THAT VALUES WILL HAVE A TREMENDOUS IMPACT ON ORGANIZATION. They help to:
*Organizations with effective leadership teams are generally tight on values but loose on rules.
8.3 DECLARED AND OPERATIVE VALUES
According to Anthony D’ Souza values have two critical parts:

Intended or Declared Values
- exist in the corporation’s policies and mission statement.

Operative or Lived Values
- are lasting and are lived from day to day by the members.

8.4 VALUES HELD AND PRACTICED CONSISTENTLY
Once values have been clarified, they must be held and practiced consistently.

Values must be both understandable and attainable.

Values are the bedrock of exceptional performance.

Shared values produce shared results.

There are times when individuals or organizations publicly espouse such values:

“People are our most valuable asset”

“The customer is always right/king”

Core Values your organization holds or should hold. Here are some suggestions:
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8.5 ORGANIZATION’S CORE VALUES
CORE VALUES
– those that are central in your character and that of your organization.

8.6 ORGANIZATION’S CORE VALUES AND BELIEFS
VALUES AND BELIEFS OF LEADERSHIP are the shaping force of the entire organization. They generate attitudes and specify behavior.

According to Lyle E. Schaller, in Getting Things Done, writes: “The values of any organization control priorities, provide the foundation for formulating goals and set the tone and direction of the organization.

CORE VALUES AND BELIEFS - basis for all organizational behavior and actions and the bottom line by which you and your organization will be judged.

8.7 EXAMPLES OF CORE CORPORATIVE VALUES

 
Herman Miller Inc. : Its Corporate Values
Innovation
Excellence
Participation
Ownership
Leadership

IBM’s Values: The Foundation of Vision
Respect for the individual
Customer Service
Excellence

8.8 ORGANIZATION’S VALUES AND BELIEFS STATEMENT
VALUES AND BELIEFS STATEMENT- expresses the principles most important to the organization and is a powerful influence to energize, guide, and align everyone in a common direction.

SHARED VALUES AND BELIEFS- are the underlying principles that influence our ways of operating and decision-making based on what is important to us.

EXAMPLES OF AN ORGANIZATION’S STATEMENT OF VALUES:
We value our customers as our number-one priority. We listen to our customer’s needs and concerns, understand their business and look out for their interests.

We strive for maximum efficiency and effectiveness. We provide added value in everything we do or we don’t do it.

We maintain high standards of excellence, integrity, and quality.

We value our employees and reward excellence and productivity.

We practice teamwork within the organization and with our clients and recognize the unique and valuable contribution each member makes to the team.

AREAS IN WHICH YOU AND YOUR TEAM MAY WISH TO DEVELOP A STANDARD OF VALUES AND BELIEFS:
How do we treat our customers?

How do we treat one another?

How do we provide meaning and dignity to the work place?

How do we recognize good work?

What do we want to be known for in the quality of our work and service?

CAREFULLY-CRAFTED CORE VALUES-AND-BELIEFS STATEMENT:
As the fundamentals to which you may be held accountable by those who relate to you or deal with you, by those who care about you and by those whom you trust.

As the foundation for consistent and appropriate decision.

As the filter through which you evaluate the importance of opportunities or alternatives.

As the basis from which your vision originates.

END OF THE PRESENTATION
Full transcript