Organiza(onal Culture and Poli(cs. GAGMIS 2014 Spring Conference Cinco de Mayo, 2014

Transcription

1 Organiza(onal Culture and Poli(cs GAGMIS 2014 Spring Conference Cinco de Mayo, 2014

2 Overview of Day Adap(ve Leadership in Prac(ce Organiza(onal Culture Public Problems, Values & Choices Nature of Public Sector Work Public and Private Goods

3 Adap(ve Leadership Kind of Challenge Problem Defini4on Solu4on Locus of Work Technical Clear Clear Authority Technical & Adap4ve Clear Requires Learning Authority & Stakeholders Adap4ve Requires Learning Requires Learning Stakeholders

4 Adap(ve Leadership Observe Get it done! Analyze Intervene

5 What are Generations? A generation is a group of people who are programmed at the same time in history; During their first, most formative years, they are coded with data about what is right and wrong, good and bad, stylish and unstylish; A generation shares a common set of formative events and trends headlines and heroes, music and mood, parenting style, and education system. October 2011 Source: AARP Leading a Multi-Generational Workforce,

6 What are Generations? As they grow older, they learn and grow and adjust their behaviors and build their skills. But they generally do not radically change the way they view the world. Because each of the generations came of age in a distinct and unique era, each has its own perspective on such critical business issues as leadership, communication, problem solving, and decision making. October 2011 Source: AARP Leading a Multi-Generational Workforce,

7 What are Generations? Just a few years ago, generations were separated at work by rank and status. (e.g. in hierarchical organizations, the oldest employees filled executive positions, the middle-aged held mid-management jobs, and the youngest worked on the front lines). People weren t likely to rub elbows on a daily basis with those in other age groups. Today, members of older generations report to and present ideas to younger generations. October 2011 Source: AARP Leading a Multi-Generational Workforce,

8 What are Generations? Four distinct generations work side by side to solve problems, make decisions, design products, manage projects, and serve customers. Overall, a person s perception of their generational identify is important. October 2011 Source: AARP Leading a Multi-Generational Workforce,

9 Multi-Generational Diversity Generation Birth Years Current Ages Est. Workforce Participation in 2011* Veterans Traditionalists WWII Generation Silent Generation Baby Boomers Boomers % (7M) % (60M) Generation X Baby Busters Generation Y Millennials % (51M) % (40M) October *Source: AARP Leading a Multi-Generational Workforce, 2007

10 Multi-Generational Diversity According to research from the University of Michigan, by the year 2012, there will be even greater parity in the workplace: 10% Veterans 30% Baby Boomers 30% Generation X 30% Generation Y October Source: hbp:// Culture%20of%20Inclusion- FINAL pdf

11 Overview of Generations - Veterans Also known as - Traditionalists, Builders, Matures, Industrialists, Depression Babies, Radio Babies, GI Joe Generation, WWI, Silent, and Greatest Generation 7 million (5%) still working Built the infrastructure of modern American business Values and work ethic will continue to influence business for decades October 2011 Source: AARP Leading a Multi-Generational Workforce,

12 Overview of Generations Baby Boomers Also known as Boomers, Vietnam Generation, and Me Generation 60 million (38%) currently working Largest cohort in the workplace Continue to hold most of the power and control Trained as visionaries, will continue to wield extraordinary influence on the workplace for at least another two decades October 2011 Source: AARP Leading a Multi-Generational Workforce,

13 Overview of Generations Generation X Also known as Gen-X, Baby Busters, Twentysomethings, Thirteenth Generation (since the American Revolution), and Post-Boomers 51 million (31%) currently working Poised to move into or at least to share leadership and authority October 2011 Source: AARP Leading a Multi-Generational Workforce,

14 Overview of Generations Generation Y Also known as Millennials, Internet Generation, Echo Boomers, Boomlet, Nexters, Nintendo Generation, Sunshine Generation, and Digital Generation 40 million (25%) currently working People born in the last two decades have begun to change corporate office culture and small businesses in much the same way they ve influenced pop culture. Tom McGhee, Denver Post October 2011 Source: AARP Leading a Multi-Generational Workforce,

15 Personal and Lifestyle Characteristics by Generation Core Values Family Veterans ( ) Respect for authority Conformers Discipline Traditional Nuclear Baby Boomers ( ) Optimism Involvement Generation X ( ) Skepticism Fun Informality Generation Y ( ) Realism Confidence Extreme fun Social Disintegrating Latch-key kids Merged families Education A dream A birthright A way to get there An incredible expense Communication media Dealing with Money Rotary phones One-on-one Write a memo Put it away Pay cash Touch-tone phones Call me anytime Buy now, pay later Cell phones Call me only at work Cautious Conservative Save, save, save Internet Smart phones Earn to spend October Source: FDU Magazine Online Winter/Spring 2005

16 Workplace Characteristics Work Ethic and Values Veterans ( ) Hard work Respect Authority Sacrifice Duty before fun Adhere to rules Baby Boomers ( ) Workaholics Work efficiently Crusading causes Personal fulfillment Desire quality Question authority Work is.. An obligation An exciting adventure Leadership Style Directive Command-and-control Consensual Collegial Interactive Style Individual Team Player Loves to have meetings Generation X ( ) Eliminate the task Self-reliance Want structure and direction Skeptical A difficult challenge A contract Everyone is the same Challenging others Ask why Entrepreneur Generation Y ( ) What s next Multitasking Tenacity Entrepreneurial Tolerant Goal Oriented A means to an end Fulfillment *TBD Participative *As this group has not spent much time in the workforce, this characteristic has yet to be determined. October Source: FDU Magazine Online Winter/Spring 2005

17 Workplace Characteristics (cont d) Veterans ( ) Baby Boomers ( ) Generation X ( ) Generation Y ( ) Communications Formal Memo In person Direct Immediate Voice mail Social Networking Feedback and Rewards No news is good news Satisfaction in a job well done Don t appreciate it Money Title recognition Sorry to interrupt but how am I doing? Freedom is the best reward Whenever I want it, at the push of a button Meaningful work Messages That Motivate Your experience is respected You are valued You are needed Do it your way Forget the rules You will work with other bright, creative people Work and Family Life Ne er the twain shall meet No balance Work to live Balance Balance October Source: FDU Magazine Online Winter/Spring 2005

18 Organiza(onal Culture We exert influence through social architecture To diagnose environment look at symbols and core values Organiza(onal Culture is the patern of shared meaning in an organiza(on (Trice & Beyer) For example

19 Organiza(onal Culture What are shared meanings? Schein describes them as the basic assump(ons on which the organiza(on operates Most basic level o\en unconscious Ask a person new to the organiza(on to describe them

20 Organiza(onal Culture Next level more overt expressed values Most observable elements are: Ar(facts, crea(ons Processes Art Behaviors

21 Public Values Balance of: Liberty Community Prosperity Equality

22 Public Sector Leadership Is the Public Sector Different? In groups Should government be run like a business? Group A How can it be? Group B - Why can t it be?

23 Differences according to Dimock 1. Most government departments seek only the greatest amount of service 2. Democra(c administra(on is deliberately limited and checked 3. Governmental administra(on more accountable 4. Changes of leadership and losses of experience 5. Government regulates, prohibits, prosecutes 6. Mul(ple interests divide aten(on

24 Differences 1. Governments may tax to enlarge their resources 2. Ownership is not clear 3. Value of government services is neither easy to quan(fy nor reflected in a single measurement The value of the government service is collec3ve, for the community as a whole, as opposed to the individual value received by purchases of business services.

25 Differences according to Mikesell Why can t private businesses selling their products in free markets be relied upon to provide all goods and services that ought to be available? What makes some services a governmental responsibility? What makes something a public good or service?

26 What s a public good? Case Study

27 1. Nonexclusion Public Good 2. Nonexhaus(on or nonrivalry

28 Provision- Produc(on Dichotomy 1. Government provision/government produc(on 2. Government provision/private produc(on 3. Private provision/government produc(on 4. Private provision/private produc(on

29 So what? Looping back to the beginning of the day What are two or three lessons you learned for exercising leadership and influencing organiza(onal culture for the IT professional?