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Unit 1—Enhancing Your Personal Influence at the Executive Level
Unit 2—Strategically Managing Performance
Unit 3—Creating Thinking Space and Managing Time
Unit 4—Options for Organisational Structuring
Unit 5—Negotiation and Conflict Management
Unit 6—Driving Positive Culture Change
Unit 2—Strategically Managing Performance
Unit 4—Options for Organisational Structuring
Unit 6—Driving Positive Culture Change
Your homeworkPractice using all five conflict & negotiation styles
What is culture &
how can it be measured?
The concept of the
ambidextrous organisation
The 8 core values
Emotional stages of change
Where to start?
Leaders are the custodians of culture. In this session, we look at the eight core values of an enterprising culture and the four emotional stages of
change. Applying this concepts to your organisational culture can give you a strategic framework for building a better culture for performance.
Organisational Culture Defined
The basic pattern of shared assumptions, values and beliefs considered to be the correct way of thinking about
and acting on problems and opportunities facing the organisation.
Elements of Organisational Culture
What is
the
purpose
of culture?
Serves as a
sense-
making and
control
mechanism
Defines the
boundary
Sense of
identity
Commitment
beyond self-
interest
Stability
Exercise …
If you had to describe your workplace as a colour, what colour would it be and why?
If you had to describe your workplace as an animal, what animal would it be and why?
If you had to describe your workplace as a motor vehicle, what vehicle would it be and why?
Key Dimensions of Organizational Culture1. Individual initiatives – the degree of responsibility, freedom, & independence that individuals have
2. Risk tolerance – the degree to which employees are encouraged to be aggressive, innovative, & risk-taking
3. Direction – the degree to which the organisation creates clear objectives performance expectations
4. Integration – the degree to which units within the organisation are encouraged to operate in a coordinated manner
5. Management contact – the degree to which managers provide clear communication, assistance & support to their subordinates
6. Control – the degree of rules & regulations & the amount od direct supervision that are used to oversee & control employee behaviour
7. Identity – the degree to which members identify with the organisation as a whole rather than with their particular work group or field of professional expertise
8. Reward system – the degree to which reward allocations are based on employee performance criteria
9. Conflict tolerance – the degree to which employees are encouraged to air conflicts & criticisms openly
10. Communication patterns – the degree to which organisational communications are restricted to the formal line hierarchy of command
(Robbins & Barnwell, 1989)
Ambidextrous Organization
New psychological contract (Baker, 2016)
Management belief Shared value Management expectation of employees Employee expectation of management
Flexible deployment improves agile
performance
Flexible deployment Willingness to work in a variety of
roles & settings
Offer opportunities to work in a
variety of role & settings
An external focus produces good
outcomes
Customer- focus Serve the customer before your
manager
Provide support & incentives to focus
externally
The role description helps the employee
understand their organizational role
Performance-focus Perform job & non-job roles Provide support to focus on
performing job & non-job roles
A business is best organized around
functions & projects
Project-based work Willingness to contribute cross-
functionally as well as functionally
Provide opportunity to use skills &
gain experience working in project
teams
An engaged employee is a productive
employee
Human spirit & work Valuing work that is meaningful Provide work (wherever possible)
that is meaningful
A committed employee is an asset to the
business
Commitment Commit to achieving the business
goals
Commit to assisting employees to
achieve their personal & career
objectives
A multidimensional approach to learning
& development is a pathway to higher
performance
Learning & development Commit to lifelong learning &
development
Support for technical and non-
technical growth & development
Enterprising behavior comes from open
channels of communication
Open information Willingness to show enterprise &
initiative in the right circumstances
Providing access to a wide range of
information
Corporate Culture Change Cycle
1.
Define
workplace
sample
2. Administer survey
3.
Analyse results
4.
Form project team
5. Develop team
6. Develop strategies
7. Implement strategies
8.
Monitor progress
Your homeworkUse the templates here to plan your next change
Mod 1 – The Ingredients of Effective Feedback
Mod 2 – Enhancing Your Personal Influence
Mod 3 – Optimising Team Performance
Mod 4 – Getting the Very Best from People
Mod 5 – Understanding People and their
Personalities
Mod 6 – Facilitating Effective Meetings
New series starting 19th
of January
Patricia PaoliniBusiness Development Manager - TrainingTotal Solutions part of Peak Servicesm 0407 966 716 p 07 3000 2104e [email protected]
