03. organizational culture

THARAKA DIASDirector – My Media Network

MBA(USA), BBA(USA), Dip in Mgt, ACIM(UK), FAEA(Dip in AEA-UK),

FinstSMM(UK), CPM(Asia), MSLIM, PM(Sri-Lanka)

3AOT - www.tharakadias.com

Vision- Culture gap This happen when staff don’t committed to the

vision managers have defined Image- Culture gap

This happens when consumers or customers are unsure or confused about what the corporate brand stands for

Image –Vision gap This happen when misalignment arising from

conflict between the vision and Image stakeholders have of the brand

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The starting point for developing and sustaining a brand is brand vision

One of the components of powerful vision is the brands values.

These above are leading to organizational culture Understanding of organizational culture there is better

appreciation of the organizational values and its linked to those of the organization

Corporate brands draw heavighly on the corporations name, organizational culture provides a strong indicator about the values that characterized the brand


A clear understood organizational culture provides a basis for differentiating a brand in a customers mind

Brand can be considered as being a cluster of functional and emotional values

Most sustainable way to build brand is through emotional values.

Its not how much customer receive it , rather it is which way customer receive it.

Eg: McDonalds / Piller house Organizational culture act as a glue uniting staff in

desperate location to act in a same manor Strong organizational culture can increase the confidence

level of stakeholders and enhance the overall performance.


Strong organizational culture Motivation Staff Ensures coherent staff behavior Enhance brand consistency Building trust Enhancing brand performance

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Visible art effects Car park, office layout, manor of dress, the

way people talk, documentation and the firms technology

Values A better understanding of why employees

behave in a unique manner comes through understanding values

Basic assumptions Peoples mental mapping, or schema, which

are the rules they have formed to make sense of their environment and to predict out comes.

Material objectives The logo and organization uses provides clues about its cultures. (Apples uses Apple

as icon) Architecture and office location

An organizations building gives a clue about its culture. (Brandex Seduwa) Language

Language the staff and the cooperation use provides insight about its culture. (British Council/Sri-Lankan)

Dress Style Informal dress code for advertising agencies.

Stories Stories that you create to show their belief in customer service (Apiwenuwen appi for

arm forces) Ceremonies

Ceremonies are celebration of organizational culture. A firms' annual sales conference in an exotic hotel

Styles of behavior There are norms of behavior about which new employees soon become aware. ( Work

time)

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Whether there is a strongly held ideology of which all employees are aware

Whether there is a good induction program for all new employees

Whether staff feel they belong to something special that gives them an elitist pride

Whether there is ongoing training How effective the job socialization by there peers Whether staff are exposed to the hero stories Whether there is a tight values based screening process

at the recruitment stage


Whether incentives and career advancement criteria are linked to the organization’s aspired culture

Whether there are public celebrations for particularly successful staff

To what extent the office layout reinforces the desired values.


Enhancing subculture Employees adhere to the values of the dominant culture more

notably than in the rest of the organization. (those directly in contact with customers are part of the enhancing sub culture will deliver the brand promise been given to customers more effectively.)

Orthogonal subcultures These are characterized by individuals who are aligned the

dominant culture. But they also accept a separate non conflicting culture. ( those who work for international brands)

Counter Culture In this category of subculture , there exists a cohort of

employees who have some important values that militate against the desired organizational culture. ( Merger, or change of CEO)

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Audit current culture What someone must do What they can get away with not doing What they must never do

Define desired culture Serving the client comes first Individualism Technical excellence and high professional standards Integrity

Implement change to achieve desired culture Passionate about working with client to deliver exceptional value People flourish and realize their full potential Continuously extends the frontiers of its shared knowledge

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01. Building commitment amongst leaders to enable them to become effective role models

02. Personal and team development material to help people receive feedback and work on changing their behavior

03. Facilitating internal communications. 04. Guidance on how to carry out the different

activities. 05. An explanation of the values, theoretical

background and details of different parts of the program

Hostede (1980) – was one of the early writers to argue the association between strong cultures – i.e. those that are unified and high performance

in a strong culture the shared values engender greater motivation. As staff feel proud to be associated with the organizations brands.

They are more committed and become loyal employees. The stronger culture provides a basis of a sustainable

competitive advantage


Strength of organizational culture

Fit

with

env

ironm

ent Good

Poor

Week Strong


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Stage 1Planning

Stage 2Executing

Feedback

Feedback

Performance Cultural fit

analysis

Brand adequatebehavior

Brand inadequateBehavior

Motivation, rewards and

recognition, and compensation

Facilitation (brand objective training and development)

Periodic appraisal for brand behavior

Culture fit

Culture gap

Communicating the brand to the employees in an effective manner

Convincing the employees that the brand is relevant and worth the effort

Successfully linking all the job profiles in the organization, so that the brand essence is delivered to the customer

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Planning Execution Evaluation

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Understanding of the brand promise Encouraging employees desires to want

to deliver the brand promise Stimulate staff to change their behavior to

align with the brand promise Develop staff so they have the skills to

deliver the brand promise

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Internal Marketing Internal Branding

Perspective To orient and motivate its customer contact employees and supporting service people to work as a team in order to provide customer satisfaction

To develop and reinforce a common value based ethos, typically attached to some form of corporate mission or vision

Scope Only the customer contact employees All the employees in the organization

Employee role

Are used as a tool to deliver the brand They are strategically involved in creating the brand

Employee status

Channel to market Employees live the brand

Focus Narrow just on customer brand experience

Broader range of brand led corporate goals and objectives

Approach Outside in approach as focus on communicating the customer brand promise and the attitude and behaviors expected from employees to deliver on that promise

Inside out value-based approach

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Brand mantra – tag line Brand vision – future environment, its purpose and value Cultural fit – the employees understand brand identity and

have similar values Internal branding – developing and reinforcing a common

value based ethos, typically attached to some from of corporate vision and mission

Organizational culture – behavior of its employees Strategic brand wheel – Vision / employees and Customer

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What is organizational culture? How can organizational culture impact on brand?

Discuss the internal branding process Discuss the term cultural fit, why is it

important for the organization and the brand

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03. organizational culture

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