Organizational Culture and Culture Change

Transcription

1 Organizational Culture and Culture Change Module Overview Sigal Barsade, Professor of Management

2 Module Overview 1. Defining organizational culture

3 Module Overview 1. Defining organizational culture 2. Why organizational culture matters

4 Module Overview 1. Defining organizational culture 2. Why organizational culture matters 3. The role of sub-cultures

5 Module Overview 1. Defining organizational culture 2. Why organizational culture matters 3. The role of sub-cultures 4. There is no one correct performance culture The Importance of Congruence

6 Module Overview 1. Defining organizational culture 2. Why organizational culture matters 3. The role of sub-cultures 4. There is no one correct performance culture The Importance of Congruence 5. How to sustain and develop organizational culture

7 Module Overview 1. Defining organizational culture 2. Why organizational culture matters 3. The role of sub-cultures 4. There is no one correct performance culture The Importance of Congruence 5. How to sustain and develop organizational culture 6. How to change organizational culture

8 Organizational Culture and Culture Change Why Does Organizational Culture Matter? Sigal Barsade, Professor of Management

9 Why does organizational culture matter? Survival

10 Why does organizational culture matter? Survival Clarity of expectations

11 Why does organizational culture matter? Survival Clarity of expectations Effectiveness

12 A pattern of shared basic assumptions, invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration, that has worked well enough to be considered valid, and therefore, is to be taught to new members of the group as the correct way to perceive, think and feel in relation to those problems. EDGAR SCHEIN, 1992

13 Survival is What is at Stake Culture emerges in an organization by solving critical organizational problems

14 Survival is What is at Stake Culture emerges in an organization by solving critical organizational problems How does our company survive in our external environment?

15 Survival is What is at Stake Culture emerges in an organization by solving critical organizational problems How does our company survive in our external environment? How do we organize internally to survive in the external environment?

16 Survival is What is at Stake Culture emerges in an organization by solving critical organizational problems How does our company survive in our external environment? How do we organize internally to survive in the external environment? Cultures solve the problem of organizing internally and functioning externally

17 Schein Iceberg Model

18 Schein Iceberg Model Deep Underlying Assumptions: how the world works Basic questions such as whether people are good or bad; Why are we in business; how do we know we are successful? Most difficult to observe

19 Schein Iceberg Model VALUES & BELIEFS: Expectations for appropriate behavior Prescriptive A judgment of what is important and the valid and right ways things should operate Descriptive Beliefs about the shared ways employees actually think, feel and behave Deep Underlying Assumptions: how the world works Basic questions such as whether people are good or bad; Why are we in business; how do we know we are successful? Most difficult to observe

20 Schein Iceberg Model ARTIFACTS & BEHAVIORAL NORMS: Visible aspects of culture Dress, office décor, office design, language, etc. Nonverbal behaviors - lots of smiling, stern, hugs What employees actually do VALUES & BELIEFS: Expectations for appropriate behavior Prescriptive A judgment of what is important and the valid and right ways things should operate Descriptive Beliefs about the shared ways employees actually think, feel and behave Deep Underlying Assumptions: how the world works Basic questions such as whether people are good or bad; Why are we in business; how do we know we are successful? Most difficult to observe

21 Organizational Culture and Culture Change Defining Culture CCI Sigal Barsade, Professor of Management

22 Three Aspects of Culture CULTURE CONTENT CULTURE CONSENSUS CULTURE INTENSITY O Reilly & Chatman, 2016

23 Three Aspects of Culture CULTURE CONTENT CULTURE CONSENSUS CULTURE INTENSITY O Reilly & Chatman, 2016

24 Content of Culture: Cognitive & Emotional Culture Cognitive Culture 24

25 Content of Culture: Cognitive & Emotional Culture Cognitive Culture Shared cognitions by members of a social unit arising from shared deep underlying assumptions, translated into values/beliefs and reflected in behavioral norms and artifacts 25

26 Content of Culture: Cognitive & Emotional Culture Cognitive Culture Shared cognitions by members of a social unit arising from shared deep underlying assumptions, translated into values/beliefs and reflected in behavioral norms and artifacts Sets the tone for how people think and behave at work 26

27 Content of Culture: Cognitive & Emotional Culture Cognitive Culture Shared cognitions by members of a social unit arising from shared deep underlying assumptions, translated into values/beliefs and reflected in behavioral norms and artifacts Sets the tone for how people think and behave at work Emotional Culture 27

28 Content of Culture: Cognitive & Emotional Culture Cognitive Culture Shared cognitions by members of a social unit arising from shared deep underlying assumptions, translated into values/beliefs and reflected in behavioral norms and artifacts Sets the tone for how people think and behave at work Emotional Culture Shared expression or suppression of emotions by a social unit and the degree of perceived appropriateness of these emotions, arising from deep underlying assumptions, translated into values/beliefs and reflected in behavioral norms and artifacts 28

29 Content of Culture: Cognitive & Emotional Culture Cognitive Culture Shared cognitions by members of a social unit arising from shared deep underlying assumptions, translated into values/beliefs and reflected in behavioral norms and artifacts Sets the tone for how people think and behave at work Emotional Culture Shared expression or suppression of emotions by a social unit and the degree of perceived appropriateness of these emotions, arising from deep underlying assumptions, translated into values/beliefs and reflected in behavioral norms and artifacts Sets the tone for what emotions employees display at work 29

30 Examples of the Values in Cognitive Culture Attention to Detail Customer focused Employee Oriented Integrity Innovation Results Oriented Stability Team-oriented O Reilly, Chatman & Caldwell, 1991

31 Culture Meets Strategy If you have a culture that matches the correct strategy, you will succeed better in your work environment

32 Culture Meets Strategy Five types of emotions

33 Emotional Cultures in Action Barsade & O Neill, 2014

34 Emotional Cultures in Action Companionate Love Barsade & O Neill, 2014

35 Emotional Cultures in Action Joy Companionate Love Barsade & O Neill, 2014

36 Emotional Cultures in Action Joy Playful spirit Companionate Love Barsade & O Neill, 2014

37 Emotional Cultures in Action Joy Playful spirit Celebratory atmosphere Companionate Love Barsade & O Neill, 2014

38 Emotional Cultures in Action Joy Playful spirit Celebratory atmosphere Emphasis on fun Companionate Love Barsade & O Neill, 2014

39 Emotional Cultures in Action Joy Playful spirit Celebratory atmosphere Emphasis on fun Companionate Love Fear Barsade & O Neill, 2014

40 Emotional Cultures in Action Joy Playful spirit Celebratory atmosphere Emphasis on fun Companionate Love Fear Fear of making mistakes Barsade & O Neill, 2014

41 Emotional Cultures in Action Joy Playful spirit Celebratory atmosphere Emphasis on fun Companionate Love Fear Fear of making mistakes Anxiety about the organization s future & one s own Barsade & O Neill, 2014

42 Emotional Cultures in Action Joy Playful spirit Celebratory atmosphere Emphasis on fun Companionate Love Fear Fear of making mistakes Anxiety about the organization s future & one s own May help with safety Barsade & O Neill, 2014

43 Emotional Cultures in Action Joy Playful spirit Celebratory atmosphere Emphasis on fun Companionate Love Fear Anger Fear of making mistakes Anxiety about the organization s future & one s own May help with safety Barsade & O Neill, 2014

44 Emotional Cultures in Action Authentic connections with co-workers & customers Joy Companionate Love Playful spirit Celebratory atmosphere Emphasis on fun Fear Anger Fear of making mistakes Anxiety about the organization s future & one s own May help with safety Barsade & O Neill, 2014

45 Emotional Cultures in Action Authentic connections with co-workers & customers Employees treat one another with compassion Joy Companionate Love Playful spirit Celebratory atmosphere Emphasis on fun Fear Anger Fear of making mistakes Anxiety about the organization s future & one s own May help with safety Barsade & O Neill, 2014

46 Emotional Cultures in Action Authentic connections with co-workers & customers Employees treat one another with compassion Feelings matter Joy Companionate Love Anger Playful spirit Celebratory atmosphere Emphasis on fun Fear Fear of making mistakes Anxiety about the organization s future & one s own May help with safety Barsade & O Neill, 2014

47 The Influence of a Culture of Companionate Love

48 No, Not This Kind of Love

49 This Kind of Love Companionate love

50 This Kind of Love Companionate love Affection

51 This Kind of Love Companionate love Affection Caring

52 This Kind of Love Companionate love Affection Caring Compassion

53 This Kind of Love Companionate love Affection Caring Compassion Tenderness

54 Yes Emotions can be Measured. Even Companionate Love

55 Yes Emotions can be Measured. Even Companionate Love

56 Yes Emotions can be Measured. Even Companionate Love

57 Yes Emotions can be Measured. Even Companionate Love

58 Culture of Companionate Love in a Long Term Care Setting 1 Barsade & O Neill 2014

59 Culture of Companionate Love in a Long Term Care Setting 1 Barsade & O Neill 2014

60 Culture of Companionate Love in a Long Term Care Setting Employee Engagement 1 Barsade & O Neill 2014

61 Culture of Companionate Love in a Long Term Care Setting Employee Engagement Employee Withdrawal 1 Barsade & O Neill 2014

62 Culture of Companionate Love in a Long Term Care Setting Employee Engagement Employee Withdrawal 1 Patient Outcomes Barsade & O Neill 2014

63 Culture of Companionate Love in a Long Term Care Setting Employee Engagement Employee Withdrawal 1 Family Outcomes Patient Outcomes Barsade & O Neill 2014

64 Study Results Greater culture of companionate love

65 Study Results Greater culture of companionate love Job satisfaction

66 Study Results Greater culture of companionate love Job satisfaction Commitment to the organization

67 Study Results Greater culture of companionate love Job satisfaction Commitment to the organization Accountability

68 Emotional Culture vs Cognitive Culture Differences between emotional culture and cognitive culture

69 Emotional Culture vs Cognitive Culture Differences between emotional culture and cognitive culture How the culture gets transmitted

70 Emotional Culture vs Cognitive Culture Differences between emotional culture and cognitive culture How the culture gets transmitted Cognitive culture - through verbal exchanges

71 Emotional Culture vs Cognitive Culture Differences between emotional culture and cognitive culture How the culture gets transmitted Cognitive culture - through verbal exchanges Emotional culture - through non-verbal exchanges

72 Group Affect Reproduced with permission from the Annual Review of Organizational Psychology and Organizational Behavior, Volume by Annual Reviews,

73 Emotional Culture Why does it matter? Positive emotional culture associated with lower costs, better employee performance, quality, and customer service

74 Emotional Culture Why does it matter? Positive emotional culture associated with lower costs, better employee performance, quality, and customer service Negative emotional culture associated with poor performance and high turnover

75 Emotional Culture Why does it matter? Positive emotional culture associated with lower costs, better employee performance, quality, and customer service Negative emotional culture associated with poor performance and high turnover Every organization has an emotional culture, even if it s one of suppression

76 Emotional Culture Why does it matter? Positive emotional culture associated with lower costs, better employee performance, quality, and customer service Negative emotional culture associated with poor performance and high turnover Every organization has an emotional culture, even if it s one of suppression Leaders need to monitor and manage people s feelings as much as they do their mindset

77 Mixed Emotional Cultures No single emotional culture is perfect

78 Mixed Emotional Cultures No single emotional culture is perfect Emotional cultures can co-exist and sometimes balance each other out

79 Mixed Emotional Cultures No single emotional culture is perfect Emotional cultures can co-exist and sometimes balance each other out Positive emotional cultures can offset the effects of negative emotional cultures

80 Organizational Culture and Culture Change Defining Culture CCI: Part 2 Sigal Barsade, Professor of Management

81 Another Window on Understanding Organizational Culture CULTURE CONTENT CULTURE INTENSITY CULTURE CONSENSUS

82 The Intersection of Organizational Culture Intensity & Consensus Low Intensity of Values High Consensus about Values Low High External Control Vacuous Beliefs Value Conflict Strong Culture

83 The Intersection of Organizational Culture Intensity & Consensus Low Intensity of Values High Consensus about Values Low High External Control Vacuous Beliefs Value Conflict Strong Culture

84 The Intersection of Organizational Culture Intensity & Consensus Low Intensity of Values High Consensus about Values Low High External Control Vacuous Beliefs Value Conflict Strong Culture

85 The Intersection of Organizational Culture Intensity & Consensus Low Intensity of Values High Consensus about Values Low High External Control Vacuous Beliefs Value Conflict Strong Culture

86 The Intersection of Organizational Culture Intensity & Consensus Low Intensity of Values High Consensus about Values Low High External Control Vacuous Beliefs Value Conflict Strong Culture

87 Organizational Culture and Culture Change Subcultures Sigal Barsade, Professor of Management

88 Subcultures are Important to Consider Organizational cultures can be composed of many sub-cultures

89 Subcultures are Important to Consider Organizational cultures can be composed of many sub-cultures Generate their own values, expectations, accepted actions, and priorities

90 Subcultures are Important to Consider Organizational cultures can be composed of many sub-cultures Generate their own values, expectations, accepted actions, and priorities Form along departmental, occupation, geographic, or other lines

91 Subcultures are Important to Consider Organizational cultures can be composed of many sub-cultures Generate their own values, expectations, accepted actions, and priorities Form along departmental, occupation, geographic, or other lines Can be enhancing, orthogonal or counter-cultural to the values of the overall culture

92 Subcultures are Important to Consider Organizational cultures can be composed of many sub-cultures Generate their own values, expectations, accepted actions, and priorities Form along departmental, occupation, geographic, or other lines Can be enhancing, orthogonal or counter-cultural to the values of the overall culture Enhancing- The sub-culture feels even more strongly about the values

93 Subcultures are Important to Consider Organizational cultures can be composed of many sub-cultures Generate their own values, expectations, accepted actions, and priorities Form along departmental, occupation, geographic, or other lines Can be enhancing, orthogonal or counter-cultural to the values of the overall culture Enhancing- The sub-culture feels even more strongly about the values Orthogonal- The values of the sub-culture don t interfere with that of the organization

94 Subcultures are Important to Consider Organizational cultures can be composed of many sub-cultures Generate their own values, expectations, accepted actions, and priorities Form along departmental, occupation, geographic, or other lines Can be enhancing, orthogonal or counter-cultural to the values of the overall culture Enhancing- The sub-culture feels even more strongly about the values Orthogonal- The values of the sub-culture don t interfere with that of the organization Counter-cultural- The values of the sub-culture don t align with the organization as a whole

95 Organizational Culture and Culture Change Congruence is What Matters Sigal Barsade, Professor of Management

96 Congruence is What Matters Culture

97 Congruence is What Matters Culture Strategy

98 Congruence is What Matters Culture Strategy Structure

99 Congruence is What Matters Culture Strategy Structure All 3 Factors need to be in be congruent

100 Congruence is What Matters Culture Culture Strategy Structure All 3 Factors need to be in be congruent or it will not be effective

101 Organizational Culture and Culture Change The Importance of Culture-Employee Fit Sigal Barsade, Professor of Management

102 The Importance of Culture-Employee Fit

103 The Importance of Culture-Employee Fit Culture-employee fit

104 The Importance of Culture-Employee Fit Culture-employee fit The importance of having employees fit the culture of the organization

105 The Importance of Culture-Employee Fit Culture-employee fit The importance of having employees fit the culture of the organization Chatman, Recruitment study

106 The Importance of Culture-Employee Fit Culture-employee fit The importance of having employees fit the culture of the organization Chatman, Recruitment study Vandenberghe, Health care organization study

107 Organizational Culture and Culture Change Sustaining and Developing Organizational Culture Sigal Barsade, Professor of Management

108 Sustaining and Developing Organizational Culture STEP 1 Empirically measure your current culture and track it over time Years

109 Sustaining and Developing Organizational Culture STEP 2 Purposefully and analytically align your culture strategy structure Culture Strategy Structure

110 Culture - Strategy - Structure Fit Facebooks value: Move fast and break things.

111 Culture - Strategy - Structure Fit Facebooks value: Move fast and break things. Creation speed and innovation

112 Culture - Strategy - Structure Fit Facebooks value: Move fast and break things. Creation speed and innovation Too many mistakes were made

113 Culture - Strategy - Structure Fit Facebooks value: Move fast and break things. Creation speed and innovation Too many mistakes were made Facebooks updated value: Move fast with stable infra.

114 Culture - Strategy - Structure Fit Facebooks value: Move fast and break things. Creation speed and innovation Too many mistakes were made Facebooks updated value: Move fast with stable infra. Move fast.

115 Sustaining and Developing Organizational Culture STEP 3 CEO attributes & organizational culture

116 Sustaining and Developing Organizational Culture STEP 3 CEO attributes & organizational culture The role of the leader is critical

117 Sustaining and Developing Organizational Culture STEP 3 CEO attributes & organizational culture The role of the leader is critical Sets the culture (top-down)

118 Sustaining and Developing Organizational Culture STEP 3 CEO attributes & organizational culture The role of the leader is critical Sets the culture (top-down) SELF DIRECTED Greater innovation

119 Sustaining and Developing Organizational Culture STEP 3 CEO attributes & organizational culture The role of the leader is critical Sets the culture (top-down) SELF DIRECTED Greater innovation SECURITY FOCUSED More bureaucratic cultures

120 Sustaining and Developing Organizational Culture STEP 3 CEO attributes & organizational culture The role of the leader is critical Sets the culture (top-down) SELF DIRECTED Greater innovation SECURITY FOCUSED More bureaucratic cultures BENEVOLENT More supportive culture

121 Sustaining and Developing Organizational Culture STEP 3 CEO personality O Reilly, Caldwell, Chatman, & Doerr, 2014

122 Sustaining and Developing Organizational Culture STEP 3 CEO personality LESS AGREEABLE More results oriented O Reilly, Caldwell, Chatman, & Doerr, 2014

123 Sustaining and Developing Organizational Culture STEP 3 CEO personality LESS AGREEABLE More results oriented CONSCIENTIOUS More detail oriented O Reilly, Caldwell, Chatman, & Doerr, 2014

124 Sustaining and Developing Organizational Culture STEP 3 CEO personality LESS AGREEABLE More results oriented CONSCIENTIOUS More detail oriented OPENNESS More adaptable / innovative O Reilly, Caldwell, Chatman, & Doerr, 2014

125 Sustaining and Developing Organizational Culture STEP 3 The role of the leader

126 Sustaining and Developing Organizational Culture STEP 3 The role of the leader Living the culture role modeling

127 Sustaining and Developing Organizational Culture STEP 3 The role of the leader Living the culture role modeling Ensuring the culture

128 Sustaining and Developing Organizational Culture STEP 3 The role of the leader Living the culture role modeling Ensuring the culture Working to keep the prescriptive and descriptive values consistent

129

130 Sustaining and Developing Organizational Culture STEP 4 Hiring and socializing employees

131 Sustaining and Developing Organizational Culture STEP 4 Hiring and socializing employees Look for values fit

132 Sustaining and Developing Organizational Culture STEP 4 Hiring and socializing employees Look for values fit Socialization influences values

133 Sustaining and Developing Organizational Culture STEP 4 Hiring and socializing employees Look for values fit Socialization influences values Strong recruitment leads to increased commitment and longevity

134 Sustaining and Developing Organizational Culture STEP 4 Hiring and socializing employees Look for values fit Socialization influences values Strong recruitment leads to increased commitment and longevity Zappos

135 Sustaining and Developing Organizational Culture STEP 4 Hiring and socializing employees Look for values fit Socialization influences values Strong recruitment leads to increased commitment and longevity Zappos 4 week process

136 Sustaining and Developing Organizational Culture STEP 4 Hiring and socializing employees Look for values fit Socialization influences values Strong recruitment leads to increased commitment and longevity Zappos 4 week process Two week phone training

137 Sustaining and Developing Organizational Culture STEP 4 Hiring and socializing employees Look for values fit Socialization influences values Strong recruitment leads to increased commitment and longevity Zappos 4 week process Two week phone training Allow & encourage exit

138 Sustaining and Developing Organizational Culture STEP 4 Hiring and socializing employees Look for values fit Socialization influences values Strong recruitment leads to increased commitment and longevity Zappos 4 week process Two week phone training Allow & encourage exit Attraction, selection, attrition theory (Schneider, 1995)

139 Organizational Culture and Culture Change Factors in Changing Culture Sigal Barsade, Professor of Management

140 Changing Culture Again, empirically measure your current culture as a benchmark and track it over time Years

141 Changing Culture Ensure employee and stakeholder participation

142 Changing Culture Ensure employee and stakeholder participation Change cannot success without employee involvement at all levels

143 Changing Culture Ensure employee and stakeholder participation Change cannot success without employee involvement at all levels Leaders should take a balanced approach to involvement

144 Changing Culture Ensure employee and stakeholder participation Change cannot success without employee involvement at all levels Leaders should take a balanced approach to involvement Participation is critical

145 Changing Culture Ensure employee and stakeholder participation Change cannot success without employee involvement at all levels Leaders should take a balanced approach to involvement Participation is critical Communicate change

146 Changing Culture Ensure employee and stakeholder participation Change cannot success without employee involvement at all levels Leaders should take a balanced approach to involvement Participation is critical Communicate change Managers often underestimate the amount of communication needed

147 Changing Culture Ensure employee and stakeholder participation Change cannot success without employee involvement at all levels Leaders should take a balanced approach to involvement Participation is critical Communicate change Managers often underestimate the amount of communication needed Two-way communication

148 Changing Culture Ensure employee and stakeholder participation Change cannot success without employee involvement at all levels Leaders should take a balanced approach to involvement Participation is critical Communicate change Managers often underestimate the amount of communication needed Two-way communication Frequent, redundant, and copious

149 Concrete Communication Speaking concretely (not abstractly) Carton, Murphy & Clark (2014)

150 Concrete Communication Speaking concretely (not abstractly) Abstract Leader Vision: Our core value is customer satisfaction Carton, Murphy & Clark (2014)

151 Concrete Communication Speaking concretely (not abstractly) Abstract Leader Vision: Concrete Leader Vision: Our core value is customer satisfaction Laughing children playing with our toys Carton, Murphy & Clark (2014)

152 Concrete Communication Speaking concretely (not abstractly) Abstract Leader Vision: Concrete Leader Vision: Our core value is customer satisfaction Laughing children playing with our toys Abstract Leader Vision: Our core value is environmental sustainability Carton, Murphy & Clark (2014)

153 Concrete Communication Speaking concretely (not abstractly) Abstract Leader Vision: Concrete Leader Vision: Our core value is customer satisfaction Laughing children playing with our toys Abstract Leader Vision: Concrete Leader Vision: Our core value is environmental sustainability To one day see a city full of hybrid cars Carton, Murphy & Clark (2014)

154 I have a dream that one day on the red hills of Georgia, the sons of former slaves and the sons of former slave owners will be able to sit down together at the table of brotherhood. MARTIN LUTHER KING JR.

155 Concrete Communication Obtain feedback and evaluate progress

156 Concrete Communication Obtain feedback and evaluate progress Communication needs to flow in all directions

157 Concrete Communication Obtain feedback and evaluate progress Communication needs to flow in all directions Communication in hierarchal organizations tends to run downhill

158 Concrete Communication Obtain feedback and evaluate progress Communication needs to flow in all directions Communication in hierarchal organizations tends to run downhill Positive feedback flows upward more often than negative feedback

159 Concrete Communication Obtain feedback and evaluate progress Communication needs to flow in all directions Communication in hierarchal organizations tends to run downhill Positive feedback flows upward more often than negative feedback Create structural mechanisms for continuous feedback

160 Changing Culture Create a separate change structure committee

161 Changing Culture Create a separate change structure committee Employees who have ownership of managing the change process, the structure, and tracking metrics

162 Changing Culture Create a separate change structure committee Employees who have ownership of managing the change process, the structure, and tracking metrics Include people from across the organization and levels

163 Changing Culture Manage the emotional response

164 Changing Culture Manage the emotional response Change is inherently emotional

165 Changing Culture Manage the emotional response Change is inherently emotional Responses to dramatic cultural change may follow grieving process

166 Changing Culture Manage the emotional response Change is inherently emotional Responses to dramatic cultural change may follow grieving process Organizations must manage the feelings as well as the facts around change

167 Organizational Culture and Culture Change Wrapping it Up Sigal Barsade, Professor of Management

168 Superior Culture When do you get superior performance from a strong culture?

169 Superior Culture When do you get superior performance from a strong culture? When culture is congruent with the organization s strategy and structure

170 Superior Culture When do you get superior performance from a strong culture? When culture is congruent with the organization s strategy and structure When employees know what the culture is

171 Superior Culture When do you get superior performance from a strong culture? When culture is congruent with the organization s strategy and structure When employees know what the culture is When senior leaders consistently display the values

172 Superior Culture When do you get superior performance from a strong culture? When culture is congruent with the organization s strategy and structure When employees know what the culture is When senior leaders consistently display the values When the culture fits its context

173 Superior Culture When do you get superior performance from a strong culture? When culture is congruent with the organization s strategy and structure When employees know what the culture is When senior leaders consistently display the values When the culture fits its context When it helps an organization to anticipate and adapt to environmental change

174 Understanding Organization Culture For Employees

175 Understanding Organization Culture For Employees Understand & navigate your organizational environment

176 Understanding Organization Culture For Employees Understand & navigate your organizational environment Anticipate what will be rewarded & punished & what it will take to be successful

177 Understanding Organization Culture For Employees Understand & navigate your organizational environment Anticipate what will be rewarded & punished & what it will take to be successful Employee culture fit leads to greater engagement, commitment & performance

178 Understanding Organization Culture For Employees Understand & navigate your organizational environment Anticipate what will be rewarded & punished & what it will take to be successful Employee culture fit leads to greater engagement, commitment & performance For Managers & Leaders

179 Understanding Organization Culture For Employees Understand & navigate your organizational environment Anticipate what will be rewarded & punished & what it will take to be successful Employee culture fit leads to greater engagement, commitment & performance For Managers & Leaders Helps create the environment

180 Understanding Organization Culture For Employees Understand & navigate your organizational environment Anticipate what will be rewarded & punished & what it will take to be successful Employee culture fit leads to greater engagement, commitment & performance For Managers & Leaders Helps create the environment Greater employee engagement

181 Understanding Organization Culture For Employees Understand & navigate your organizational environment Anticipate what will be rewarded & punished & what it will take to be successful Employee culture fit leads to greater engagement, commitment & performance For Managers & Leaders Helps create the environment Greater employee engagement Greater employee commitment

182 Understanding Organization Culture For Employees Understand & navigate your organizational environment Anticipate what will be rewarded & punished & what it will take to be successful Employee culture fit leads to greater engagement, commitment & performance For Managers & Leaders Helps create the environment Greater employee engagement Greater employee commitment Better performance

183