Classroom Presentations. Presentation Format This is an outline of what I expect in the...

Classroom Presentations

Presentation Format This is an outline of what I expect in the presentations. I will not determine what your theory

has to be. However, if you theory has been presented many times, I hope you will find something new to present.

You are welcome to do the presentation on the theory you described in one of your papers. That way you don’t have to work up a new theory. (You can if you want to.)

Presentations will be limited to 3 minutes. With the number of students in the class, this will still take up a lot of our time.

There is no requirement that slides be included. It can be just you talking! Presentation Structure:

You are presenting to the Board of Directors. They have given you two minutes of their time to tell them about a theory you want to use in your organization going forward.

You must describe the theory at a very general level. You must tell the Board why you think applying this theory is useful. You must say what you believe will improve after the theory has been implemented. Since this is the Board, they don’t want to be bogged down in detail, just the 30,000 foot view.

Grading will be very simple. Can I understand the basics of the theory from your presentation? Does your reason for applying the theory represent an appropriate application? Does your future change follow from you reason for applying the theory? Not getting to a component is equivalent to getting it wrong.

Not Directly Graded but Important Did your presentation add to the general understanding of this theory in the context of class.

What will happen. Up to 6 people will be signed up to present each night. Presentations will occur at the start of class and after the break ( ½ each time) Except for the first night, there will be a mix of classroom and distance presentations. I will stop the presentation at 3 minutes even if you are just saying your final words.

Corporate Culture

Individual (personality, values & attitudes)

Group (personality, values & attitudes)

Organization (personality, values & attitudes)

Transition – Living Systems Model

Culture Exercise

You are about to go on a job interview. Do you know the things you want/need from the organization you are about to join.

Do you know the organization’s cultural statement? What needs to be there for you to be comfortable?

Create 3 questions you would ask on an interview to help establish whether the actual culture is consistent with the stated culture.

Pair up with neighbor and ask your culture questions. (If you are the person answering, just use your own company for the response.)

Did you get any more information?

Organizational culture Set of key characteristics that the

organization values that distinguishes the organization from other organizations

Culture’s Functions

Boundary-defining roleConveys a sense of identity Facilitates the generation of commitment Enhances social system stabilitySense-making and control mechanism

How a Culture Begins

Ultimate source of an organization’s culture is its founders

Our Credo We believe our first responsibility is to

the doctors, nurses and patients,to mothers and fathers and all others who use our products and services.

In meeting their needs everything we do must be of high quality.

We must constantly strive to reduce our costs

in order to maintain reasonable prices.Customers' orders must be serviced

promptly and accurately.Our suppliers and distributors must

have an opportunityto make a fair profit.

Johnson & Johnson

Our Credo We are responsible to our employees,the men and women who work with us

throughout the world.Everyone must be considered as an individual.We must respect their dignity and recognize

their merit.They must have a sense of security in their jobs.

Compensation must be fair and adequate,and working conditions clean, orderly and safe.

We must be mindful of ways to help our employees fulfill

their family responsibilities.Employees must feel free to make suggestions

and complaints.There must be equal opportunity for

employment, developmentand advancement for those qualified.

We must provide competent management,and their actions must be just and ethical.

Johnson & Johnson

Our Credo We are responsible to the communities in which we live and

workand to the world community as well.

We must be good citizens – support good works and charities

and bear our fair share of taxes.We must encourage civic improvements and better health

and education.We must maintain in good order

the property we are privileged to use,protecting the environment and natural resources.

Our final responsibility is to our stockholders.Business must make a sound profit.

We must experiment with new ideas.Research must be carried on, innovative programs

developedand mistakes paid for.

New equipment must be purchased, new facilities providedand new products launched.

Reserves must be created to provide for adverse times.When we operate according to these principles,

the stockholders should realize a fair return.

Johnson & Johnson

Corporate CultureHow we work sets us apart. We encourage hands-on

innovation, involving those closest to a project in decision making. Teams organize around opportunities and leaders emerge.

Our founder, Bill Gore created a flat lattice organization. There are no chains of command nor pre-determined channels of communication. Instead, we communicate directly with each other and are accountable to fellow members of our multi-disciplined teams.

How does all this happen? Associates (not employees) are hired for general work areas. With the guidance of their sponsors (not bosses) and a growing understanding of opportunities and team objectives, associates commit to projects that match their skills. All of this takes place in an environment that combines freedom with cooperation and autonomy with synergy.

Corporate Culture.Everyone can quickly earn the credibility to define and drive projects.

Sponsors help associates chart a course in the organization that will offer personal fulfillment while maximizing their contribution to the enterprise. Leaders may be appointed, but are defined by 'followership.' More often, leaders emerge naturally by demonstrating special knowledge, skill, or experience that advances a business objective. Associates adhere to four basic guiding principles articulated by Bill

Gore: Fairness to each other and everyone with whom we come in contact Freedom to encourage, help, and allow other associates to grow in

knowledge, skill, and scope of responsibility The ability to make one's own commitments and keep them Consultation with other associates before undertaking actions that could

impact the reputation of the company

National cultureis…

the unwritten rules of the social game

the collective programming of the mind that distinguishes the members of one group from those of another

the way you were brought up like your nose

Copied from http://www.info.wau.nl/people/gertjan/presentations.htm

Hofstede’s data for country culture

Geert Hofstede, data collection ‘68-’72 Opinion survey with IBM, all levels, n > 100.000 Factor analysis of > 150 questions

e.g. ‘How important is it to you to work with people who co-operate well with one another?’ central to factor individualism (+) / collectivism (-)

(next to time for personal and family life and to factor masculinity (-) / femininity (+)

(next to earnings, advancement)

Replicated often, and confirmed


The five big issues of culture identity

Am I a unique individual? Or a group member? hierarchy

Are all people equal? Or born with a rank? gender

Warriors vs. maidens / mothers? Or unisex? truth

Are strange things dangerous? Or interesting? virtue

Live for today? Or for later?


Organizational culture?

If national culture is like your nose, organizational culture is like your hair-do: instilled at workplace changed through hiring and firing

shared perception of common practices important as social glue for the organization NOT necessarily shared values MORE THAN strategy, propaganda, rhetoric Pioneering leaders have strong imprint


Mission

Innovation and risk taking

Stability

Attention toDetail

OutcomeOrientation

Team Orientation

PeopleOrientation

Characteristics of

Organizational Culture

Organizational culture is concerned with how employees perceive the relative characteristics, not whether they like them

Vis

ion

Strategic

Directi

on

& In

tent

Goals &

ObjectivesEmpowerment

Team OrientationC

apability D

evelopment

Core V

aluesAgreem

ent

Coordination & Integration

Creating ChangeCusto

merFocu

s

Org

aniz

atio

nal

Lear

ning

Den

ison

Org

an

izati

on

al C

ult

ura

l S

urv

ey

Building Human Capability,

Ownership, and Responsibility

Empowerment ~ Team Orientation ~

Capability Development

Involvement

Involvement

Empowerment

Individuals have the authority,

initiative, and ability to

manage their own work.

Information is widely shared.

Decisions are made at the

level where the best

information is available.

• 100%

• 75%

• 50%

• 25%

Team Orientation

Cooperation and collaboration across functional roles are actively encouraged.

Horizontal control vs. hierarchy is emphasized.

Teams are seen as primary building blocks.

• 100%

• 75%

• 50%

• 25%

Involvement

Capability Development

“Bench Strength” is constantly improving.

Investment into the development of employees’ skills is ongoing.

Capability of people is viewed as a competitive advantage.

• 100%

• 75%

• 50%

• 25%

Involvement

Defining the Values and Systems

that are the Basis of a Strong Culture

Core Values ~ Agreement ~


Consistency

Consistency

Core Values

Managers “Practice what they Preach.”

Organizational members share a set of values which create a strong sense of identity.

An ethical code exists and guides the organization’s behavior.

• 100%

• 75%

• 50%

• 25%

Agreement

“Win-Win” Solutions are Achieved.

The Organization has a “Strong” Culture.

Reaching consensus is easy, even on difficult issues.

• 100%

• 75%

• 50%

• 25%

Consistency

Coordination & Integration People from different

organizational units share a common perspective.

Coordinating projects across functional units is easy.

The business approach throughout the organization is very consistent and predictable.

• 100%

• 75%

• 50%

• 25%

Consistency

Translating the Demands of the

Business Environment into Action.

Creating Change ~ Customer Focus ~

Organizational Learning

Adaptability

Adaptability

Creating Change

Continuous internal improvement exists.

Different organizational units cooperate to create change.

Responding well to competitors and the external business environment is a priority.

• 100%

• 75%

• 50%

• 25%

Customer Focus

Customer input directly influences decisions.

Interests of the final customer seldom get ignored.

Anticipating future needs of the customer is highly valued.

• 100%

• 75%

• 50%

• 25%

Adaptability


Failure is seen as a “learning opportunity.”

Innovation and risk-taking are encouraged and rewarded.

It is clear that the “right hand knows what the left hand is doing” in the organization.

• 100%

• 75%

• 50%

• 25%

Adaptability

Defining a Meaningful

Long-Term Direction for the Organization

Vision ~ Strategic Direction & Intent ~

Goals & Objectives

Mission

Mission

Vision

Leaders in this organization have a long-term orientation.

Organizational members have a shared view of a desired future state.

The organization’s vision creates excitement and motivation for employees.

• 100%

• 75%

• 50%

• 25%

Strategic Direction & Intent

Meaningful purpose and direction exists in the organization.

The organization has a clear strategy for the future.

Clarity exists around how individual employees contribute to the organization’s strategy.

• 100%

• 75%

• 50%

• 25%

Mission

Goals & Objectives

Goals and objectives are linked to the organization’s vision and strategy.

Leaders set ambitious, but realistic goals.

Continuously tracking progress against stated goals is the norm.

• 100%

• 75%

• 50%

• 25%

Mission

Innovation and risk taking

Stability

Attention toDetail

OutcomeOrientation

Team Orientation

PeopleOrientation

Denison’s Cultural Model

Flexible Stable

External Focus

Internal Focus

Denison Organizational Culture Survey

DenisonOrganizational Culture Survey

Based On:

15 Years of Research

1,000 Organizations

40,000 Individuals

Correlates With:

Profitability Quality Sales Growth Innovation Employee Satisfaction



4 Cultural Traits

Involvement

Consistency

Adaptability

Mission

Denison’s 12 Indexes

Empowerment Team Orientation Capability Development Core Values

Agreement


Creating Change

Customer Focus


Vision

Strategic Direction & IntentStrategic Direction & Intent

Goals & Objectives

CorrelationsBetween Culture and PerformanceMission & ConsistencyMission & Consistency

Consistency & InvolvementConsistency & Involvement

Involvement & AdaptabilityInvolvement & Adaptability

Adaptability & MissionAdaptability & Mission

ROA, ROI, ROSROA, ROI, ROS

Quality, ROI, Employee Quality, ROI, Employee SatisfactionSatisfaction

Product Development, Product Development, InnovationInnovation

Revenue, Sales Growth, Revenue, Sales Growth, Market ShareMarket Share

r

r

r

rr = Correlates With


Denison Organizational Culture Survey and supporting materials are copyrighted by Daniel Denison and William Neale. Reproduced by permission of the copyright holder.

Strong Performing Companies

Composite of companies that had an average ROI of 30 percent

Weak Performing Companies

Composite of companies that had an average ROI of 9 percent

Still 1st in their industry but a company in decline 1st time in 20 years they have not met financial goals Being buffeted by competitors New President is operationally focused “We’re a team going down together” Trying to hold on to past glories

Hundred Year Old Manufacturing Company

Leading Retailer

One of the fastest growing retailers in the world Strong sense of direction and purpose Tremendous ability to anticipate customer needs Customer service viewed as Achilles heel Not very operationally strong

Considered the market leader in product and service innovation Highest customer service ratings in the country Stock price has doubled in past 3 years Rapid increase in revenue growth during past 5 years

Telecommunications

Severe conflict between union and management Grievance rate increasing over past 10 years Quality and customer service described as inferior In red financially several times during past decade Management values tight controls on employees No employee development for 3 consecutive years Several reorganizations during past six years Threat of going out of business

U.S. Government Agency

Automotive Supplier

Revenue doubled over past 3 years, projected to double again over next 3 years Market position and share expanded rapidly around the world Current and past CEO known as industry visionary leaders Product quality a continuing problem Profitability has not kept pace with revenue growth

Leading Software Company

Fastest growing of their size in industry Highest profitability Highest revenue per employee Most growth has come through acquisitions Recently assigned a Vice President in charge corporate culture development and business partner relationships

Denison

Do Organizations Have Uniform Cultures?

A dominant culture expresses the core values that are shared by a majority of the organization’s members

Subcultures tend to develop in large organizations to reflect common problems, situations, or experiences that members face

Do Organizations Have Uniform Cultures?

A Socialization Model

Show CBOC tenure data

Managing Cultural Change

Cultural change is most likely to take when the following conditions exist -

Dramatic crisis exists or is created Turnover in leadership Young and small organization Weak culture

Paradox of Diversity

Two Conflicting Goals Employees accept the organization’s dominant

values Encourage the acceptance of differences

Culture and Technology

How does technology impact culture? Does it make some things easier? Does it make some things harder? Is it a critical factor or only a secondary

issue?

Good to Great – Jim Collins

“The evidence from our study does not support the idea that technological change plays the principal role in the decline of once- great companies (or the perpetual mediocrity of others). Certainly, technology is important-you can’t remain a laggard and hope to be great. But technology by itself is never a primary cause of either greatness or decline.

We were quite surprised to find that fully 80 percent of the good-to-great executives we interviewed didn’t even mention technology as one of the top five factors in the transition. Furthermore, in the cases where they did mention technology, it had a medial ranking of fourth whit only two executives of eighty-four interviewed ranking it number one.

Organizational Structure and Human Resources

Ages of Man

Infancy

Childhood

Lover (teenager)

Soldier (young adult

Justice (accomplished adult)

elderly

Senility & death

Why Create Structure?

Organization StructureOrganization Structure defines how job tasks are formally divided, grouped, and coordinated

Work Specialization

Division of labor Describes the degree to which activities in

the organization are subdivided into separate jobs

Departmentalization Basis by which jobs are grouped together Function Product Geography Process Customer

Chain of Command

Unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom

Span of control - determines the number of levels and managers an organization has

Trend in recent years has been toward larger spans of control

Wide spans are consistent with efforts by companies to reduce costs, cut overhead, speed up decision making, increase flexibility, get closer to customers, and empower employees

Contrasting Spans of Control

Common Organizational Designs

Simple structureSimple structure BureaucracyBureaucracy Matrix structureMatrix structure

Simple Structure

Low degree of departmentalization Wide spans of control Little formalization Difficult to maintain in anything other than

small organizations

Bureaucracy

Highly routine operating tasks achieved through specialization

Formalized rules and regulations Tasks that are grouped into functional

departments

Bureaucracy

Centralized authority Narrow spans of control Decision making that follows the chain of

command

Formalization

Degree to which jobs within the organization are standardized

Job analysis

Union Organizations – Why do unions prefer standardized jobs?

Matrix Structure

Combines two forms of departmentalization—functional and product Management responsibilities must be carefully

agreed to. Management job descriptions must clarify

responsibility Methods must be in place to establish how

information will be gathered and reported.

New Options

The Team StructureThe Team Structure The Virtual OrganizationThe Virtual Organization The Boundaryless OrganizationThe Boundaryless Organization

<Position Title Goes Here>(Focus is on _________________)

The Work/Tasks:

Skills/Attributes:

Interacts With:

Decision Rights: Key Enablers:

Key Measures:• Tasks• Who person contacts

• Decisions person can make alone

• Measures

• Experience component of job

• Support required

Intent: (General descripton of position

Manager, Business Administration(Focus is on Internal Business Operations)

Intent: The Manager, Business Administration is responsible for ensuring the smooth operation of all internal, day-to-day aspects of Niagara Institute’s business including: finance and budgeting; invoicing and payables; facilities and supplier management; technology; contract administration; and Human Resource operations including Union relationship management. The Manager, Business Administration frees up the other functional leaders so they can focus on the work of their functions.

The Work/Tasks:

Skills/Attributes:

Interacts With:

Decision Rights: Key Enablers:

Key Measures:• Manages all aspects of the NI’s financial activities;

financial analysis and tracking

• Liaises with CBoC’s key operational departments as required: Finance, HR, Technology, etc.

• Manages NI’s overall facilities requirements for NI’s own needs and to support program delivery

• Contract Administration - Manages supplier contracts; ensures customer contract are in place to support work

• Ensures appropriate HR processes are in place

• Manages the Union relationship and contract negotiations

• Ensures technology infrastructure is operational and appropriate to support business needs

• Acts as the officer in charge for all business compliance issues

• All NI staff

• Suppliers

• CBoC counterparts

• Union officials

• Auditors

• Taxation and other compliance officials

• What is in budget or out of budget, once budget established and agreed by the Management Team

• Appropriate technology to support business operations

• Union contract issues

• Internal process changes (as relates to NI’s internal business operations – not customer processes)

• Supplier contract issues (e.g. – as relates to facilities management)

• % over or under budget (for NI’s operations)

• Invoicing, receivables and payables managed within targeted time lines (cash flow management)

• Employee satisfaction with: technology capability; efficiency and ease of use of internal business processes

• Supplier contracts are current and competitive

• Customer contracts held for all work started

• Compliance issues addressed in a timely fashion ( e.g. – up-to-date)

• Quality of union relationship; contract is current

• Financial Management knowledge and skill

• Knowledge of technology

• Negotiation skills

• Solid understanding of NI’s business and its critical success factors

• Process improvement

• Effective communicator; persuasive

• Good interpersonal skills

• Knowledge of HR operating practices

• Excellent Administrative skills

• Budget required to effect changes in technology platform to support business needs

• Access to information ( from the three operating areas)

• Clear understanding of the boundaries within which to negotiate

• Access to CBoC resources and support from them in key departments: finance, HR, technology

• Client focused financial tracking system

Mechanistic versus Organic Structures

Strategy and Structure

How do different structures produce How do different structures produce different outcomes? different outcomes? Innovation StrategyInnovation Strategy Cost-Minimization StrategyCost-Minimization Strategy Imitation StrategyImitation Strategy Marketing/ Sales StrategyMarketing/ Sales Strategy Globalization StrategyGlobalization Strategy

Organizational Structure and Employee Behavior

Work Specialization Span of Control Centralization

Job Opening and you are interviewing

Use previous job description Generate one question you would ask of the

interviewee Develop the kind of answer you would like to

hear.

Employee Selection

Interview is the most widely used selection tool

Results tend to have a disproportionate amount of influence on the selection decision

Employee Selection

The unstructured interview has been proven to be an ineffective selection device

The data gathered from such interviews are typically biased and unrelated to future job performance

Behavior Description Interviewing

Best Predictor of Future Behavior is Past Behavior

It is possible to ask questions that elicit descriptions of behavior.

When asking such questions, you have to have follow ups planned but you cannot ask them in a rote manner.

Inference is critical here. This is a very difficult task to do from the details.

• Contract Administration - Manages supplier contracts; ensures customer contract are in place to support work

• Can you tell me about a time when you had responsibility for managing suppliers for an organization? • What decisions could you make about suppliers?

• How did your differentiate between suppliers

• Did you have a difficult supplier you had to deal with? If yes, tell me about it.

Written Tests

Intelligence Aptitude Ability Interests Integrity

Performance Simulation Tests

Work samples Assessment centers

Training

Basic Basic LiteracyLiteracy

SkillsSkillsInterpersonalInterpersonal

SkillsSkillsTechnicalTechnical

SkillsSkills

ProblemProblemSolvingSolvingSkillsSkills

DiversityDiversityTrainingTraining

EthicsEthicsTrainingTraining

Training vs Learning Formal training – What is

the transfer of training? Informal training – Job

shadowing, requesting help, partnering

On-the-job training – A method for development while doing the work

Off-the-job training – Schools, MBAs, etc.

Career Development

Organization’s responsibility is to build employee self-reliance and to help employees maintain their marketability through continual learning

High Potentials

What is a high potential? How are they identified? How are they developed?

McCall – High Flyers Eleven Dimensions of Early Identification of Global Executives

Seeks opportunity to learn Acts with Integrity Adapts to cultural differences Is committed to making a difference Seeks broad business knowledge Brings out the best in people Is insightful: sees things from new angles Has the courage to take risks Seeks and uses feedback Learns from mistakes Is open to criticism

McCall, Morgan W. High Flyers: developing the next generation of leaders Harvard Business School Press, 1998.

Organization’s Responsibility

Clearly communicating the organization’s goals and future strategies

Creating growth opportunities Offering financial assistance Providing the time for employees to learn

Employee’s Responsibility

Know yourself Manage your reputation Build and maintain network contacts Keep current

Employee’s Responsibility

Balance your specialist and generalist competencies

Document your achievements Keep your options open

Avoiding Negative Influences in Performance Appraisal Objectives employees seek are clear Criteria for measuring objectives are clear

and known in advance

Avoiding Negative Influences in Performance Appraisal Efforts made within employee capability are

measured as satisfactory Performance as requested will lead to

rewards valued by employee

Criteria Evaluated

Individual Task Outcomes Behaviors Traits

Who Should Evaluate?

Immediate Superior Peers Self-evaluation Immediate subordinates 360° feedback

Performance Appraisal Methods

Written Essays Critical Incidents Graphic Rating Scales Behaviorally Anchored Rating Scales Multi-person Comparisons

Improving Performance Appraisals

Emphasize behaviors rather than traits

Document performance behaviors in a diary

Improving Performance Appraisals

Use multiple evaluators Evaluate selectively Train evaluators Provide employees due process

Performance Feedback

Manager’s reluctance Uncomfortable discussing performance

weaknesses Employees become defensive Employees’ inflated assessment of own

performance Training in conducting constructive feedback

Team Performance Appraisals

Tie the team’s results to the organization’s goals

Begin with the team’s customers and associated work processes

Team Performance Appraisals

Measure both team and individual performance

Train the team to create its own measures

Performance Appraisal in Global Context

Caution required in generalizing across cultures

Many cultures are not particularly concerned with performance appraisal

Classroom Presentations. Presentation Format This is an outline of what I expect in the...

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