Contenu connexe Similaire à Assessing and Transforming Leadership Culture (20) Plus de Profiles Asia (20) Assessing and Transforming Leadership Culture1. Leadership
Culture
What You Have – What You Want – How To Get It
a presentation brought to you by:
Sherry Perkins
2. Sherry Perkins
• M.A. Organizational Development
• 30 Years Experience
• Technology/Management/HR
• Business Owner
Vice President
Enterprise Solutions Sales
• Chair Waco WIB Alliance
• SCORE Counselor
• UOP Management Instructor
®
imagine great people
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
3. Who We Are
• Founded 1991
• Over 45,000 clients served worldwide
• Offices in nearly 130 countries
• Founding member of the Association of
Test Publishers
• Microsoft Certified Partner
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
4. Creating Value for Clients
We support our clients through the full employee
life-cycle, helping them identify the best people for their
jobs and then developing them to their fullest potential.
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
5. Diverse Base of Marquee Clients
Financial Services Retail & Consumer Travel & Hospitality Education & Government
Technology Healthcare Energy & Utilities Business Services
Client Highlights
• 11,000 + active clients
• Client base includes 152 Fortune 2000 companies
• Represented in nearly 130 countries
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
7. Objectives
• Define Corporate Culture
• Identify Attributes of High
Performance Culture
• Use Instruments to Isolate and
Transform Corporate Culture
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
8. Elements of Culture
What comes to
your mind when you think
Organization Culture?
(Poll)
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
9. Elements of Culture
1. Your History/Experience
2. Your Framework
3. Your Past and Current Assumptions
4. Your Customs/Rituals
5. Your Values and Beliefs
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
10. Elements of Culture
1. Your view of the world
2. What you expect
3. Your written and unwritten rules
4. What you consider valid
5. Whom and what you respect
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
12. How Would You Describe Your Organization’s Culture
1. _______________________
2. _______________________
3. _______________________
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
13. What is the impact of culture on business results?
1. _______________________
2. _______________________
3. _______________________
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
14. What is the impact of culture on business results?
Information Flow
Culture Organizational
Learning
Decision Making
Culture
Culture
Productivity /
Sustainability
Innovation / Creativity
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
15. Culture is…
Economic
Resources
Climate
• Critical to organizational
survival (Barney, 1986;
Tichy, 1983).
• Single most important factor
standing between success and
failure. (Morgan, (1986).
Political
Technology
Climate
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
16. Culture is…
Economic
Resources
Climate
Attitudes
Behaviors / Practices
Learn
Problem Solving
Recovery from Setbacks
Manage Change
Political
Technology
Climate
Gareth Morgan. 1997. Images of Organization. Thousand Oaks, CA: Sage Publications
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
17. Executive Assessment
1. High strung; don’t manage stress
well.
2. Customer satisfaction is a major
concern from a quality standpoint.
3. Sacrifice quality for production.
4. Impatient with each other; lots of
turf battles.
5. Play hard. They are social
butterflies, but parties seem to be
riddled with rivalry and
competition.
6. Some evidence of bullying.
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
18. Manufacturing Team Analysis
Requirements Scale Leader Team Comments
Follow Design
Specifications
Inspect and
Rework Failed
Parts
Ship Completed
Parts for Quota
Negotiate
Changes to
Schedule
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
19. Jet Aircraft Engine Manufacturers
Profiles Performance Indicator Team Analysis
1
2
3
4
1
2
3
4
1
2
3
4
= leader
#’s = Members
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
20. Scales That Influence Behavior
Scale I Scale II Scale III Scale IV
DOMINANCE STEADINESS
INFLUENCE COMPLIANCE
Control, Social Influence, Patience, Precision,
Ambition, Positive Expectancy, Composure, Analytical,
Results Expressiveness Team Player Quality
Orientation Orientation
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
21. Team Analysis
1. High strung; don’t
manage stress well.
2. Customer satisfaction is
a major concern from a
quality standpoint.
3. Sacrifice quality for
production.
4. Impatient with each
other; lots of turf
battles.
5. They are social butterflies, but parties seem to be
riddled with rivalry and competition.
6. Some evidence of bullying.
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
22. Team Analysis
1. High strung; don’t
manage stress well.
2. Customer satisfaction is
a major concern from a
quality standpoint.
3. Sacrifice quality for
production.
4. Impatient with each
other; lots of turf
battles.
5. They are social butterflies, but parties seem to be
riddled with rivalry and competition.
6. Some evidence of bullying.
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
23. Manufacturing Team Analysis
Requirements Scale Leader Team Comments
Follow Design 4 Weak Weak
Specifications
Inspect and 4 Weak Weak
Rework Failed
Parts
Ship Completed 4/1 Weak Strong
Parts for Quota
Negotiate 3/1 Strong/Weak Strong/Weak
Changes to
Schedule
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
27. What Do We Need ?
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
28. Jet Aircraft Engine Manufacturers
1
2
3
4
1
2
3
4
1
2
3
4
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
29. More of an Organism
Creates and
Recreates Itself
And Its
Environment
Gareth Morgan. 1997. Images of Organization. Thousand Oaks, CA: Sage Publications
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
30. What Do We Need
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
31. Jet Aircraft Engine Manufacturers
1
2
3
4
1
2
3
4
1
2
3
4
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
32. Seed for Greater Success
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
33. Effective Work Environments
By Robert K. Greenleaf (1977)
INDIVIDUAL FOCUS TEAM
Atmosphere for Team Mentality
Individual Growth Open Communications
Emphasis on Balanced Mutual Trust Among
Lifestyle Stakeholders
People are valued
RESOURCES CULTURAL MINDSET
Sufficient Freedom to
Financial Make Decisions
Resources Atmosphere Encourages
Risk-Taking
Ann Todd Abel, Characteristics, Behaviors and Effective Work Environments, Dissertation,
Retrieved from http://scholar.lib.vt.edu/theses/available/etd-11272000-234822/unrestricted/Abel.pdf
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
34. Traditional Hierarchical Team
President
Product VP Sales and
VP Operations Development Service
Finance Mfg Distribution Customer
Sales
Service
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
35. Open-Systems Team Model
(Pre-requisites)
Dr. Oscar Mink, Open Organization, 1979
Effective Decision Level at
Communications Lowest Level of
Competency
Equal Reward for
Team versus Members Who
Individual Are Capable and
Achievement Committed
Clearly Understood Goals Inspire Continuous
Member Authority and Learning
Accountability
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
36. Double-Loop Learning
Argyris, C. (1978)
Retrieved from http://www.leadershipnow.com/leadingblog/2008/05/learning_requires_personal_res.html.
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
37. The Denison Model –
High Performance Culture (MICA)
• Mission • Involvement
Clearly Engagement,
Defined Group Pride
Direction of Ownership
Values,
Beliefs, Response to
Group Change
Norms
• Code of the • Adaptability
Road
Musselwhite, C. 2006. Building a High-Performance Culture Inc.
Retrieved from http://www.inc.com/resources/leadership/articles/20060901/musselwhite.html
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
38. Stages of Concern Model
Improve or
Choose Better
Collaboration or Solution
Implementation
Consequences
Management
Personal
Informational
Awareness
Scale 4 3 2 1
Compliance Stability Influence Dominance
Concerns Based Adoption Model (CBAM), Hall and Rutherford (1979)
Retrieved from http://www.techlearning.com/article/42264
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
39. Change Management Analysis
1
2
3
4
1
2
3
4
1
2
3
4
= leader
#’s = Members
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
40. Change Management Analysis
Typical Challenges Relevant Attributes Team Analysis
Cannot Recover From Setbacks v
Indecisive, Slow to Implement
Poor Team Morale and Lack of
Engagement and Accountability
Power Struggles, Strife
Analysis Paralysis
Unexpressed expectations
GroupThink,
Unable to Manage Consensus
Resistant to Change
Poor Leadership
Good Process Controls
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
41. Change Management Analysis
Typical Challenges Relevant Attributes Team Analysis
Cannot Recover From Setbacks Positive Expectations, Low Composure, Positive
Composure Expectations
Indecisive, Slow to Implement Results Orientation, Patience, Results Oriented, Strong Patience &
Precision Precision
Poor Team Morale and Lack of Control, Social Influence, Strong control, influential, strong
Engagement and Accountability Team Player team players
Power Struggles, Strife Results Orientation, Control High in control and results
orientation
Analysis Paralysis Quality Orientation, Precision, Low quality orientation, and
Analytical analytical; good precision
Unexpressed expectations Expressiveness, Team Player, Low expressiveness, moderate team
player
GroupThink, Unable to Manage Expressiveness, Control, Results High control, low expressive, high
Consensus Orientation results orientation
Resistant to Change Patience, Precision, Analytical, Good precision, low analytical, low
Quality Orientation, quality orientation
Poor Leadership Control, Social Influence Low leader control and moderate
influence
Good Process Controls Precision, Analytical, Quality Low quality orientation, and
analytical; good precision
www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.
43. Contact Us
Profiles Assessment Asia (Pte.) Limited
An Authorized Strategic Business Partner of Profiles International
14 , Robinson Road, #08-01A, Far East Finance,
Singapore 048545
Email: info@profiles.com.sg
Telephone: 65717031
Fax: 63334636
Website: http://www.profiles.com.sg
Share , Connect and Follow Us
Know your people..Grow your business