Presentasi telkom way LEADERSHIP ARCHITECTURE AND CORPORATE CULTURE TELKOM GROUP
Leadership and Corporate Culture
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Transcript of Leadership and Corporate Culture
Leadership and Corporate Culture
What is Leadership?
Why is the Leader Important to An Organization?
Levels of Leadership (Jim Collins, HBR, Jan. 2001)
Highly capable individual Contributing team member Competent manager Effective leader – catalyzes commitment to
and vigorous pursuit of a clear & compelling vision, stimulate high performance
Executive – builds enduring greatness through humility and professional wills
What are the Leadership Traits of Highly Productive Organizations?
Leadership Development
Leadership skills
Management skills
Communication skills
Problem identification and solving skills
Strategic development and execution
skills
Leadership Strategies for Productivity Improvement?
Leadership Commitment(Donald N. Sull, HBR, June 2003)
Strategic frame
Resources
Processes
Relationships
Values
What Is Corporate Culture?
Definition of Culture
Observable
• Artifacts and behaviors: symbols, awards,
stories, heroes, slogans, ceremonies
Not Observable
• Values and beliefs
• Underlying assumptions
Purpose of Culture
Organizational socialization
• Formal
• Informal
Behavioral conformity
• Values and beliefs
• Behaviors
Dominant Orientation of Culture
Market and financial-oriented: defined in terms of
customers needs and financial performance
Materials- or product-oriented: defined in terms of
the material it works with or the product it makes
Technology-oriented: defined in terms of the
technology that it uses
People-oriented: defined in terms of how employees
are hired and treated
“Best” Values
They have a “grab-you-by-the heart” quality
They often precede and drive strategy
They are put into place by living them
They enable people at every level to become leaders
They are consistent with the everyday values to which most people aspire
They get managed as proactively as strategies, plans, and budgets.
Robert Waterman, Robert Waterman, What America Does RightWhat America Does Right
What Are the Foundations of A Productivity-Focused Culture?
Strategies to Create A Culture for Productivity Improvement?
Managerial Culture Reinforcement Actions
The behaviors managers measure and control
Managers’ reactions to crises
Modeling and coaching of expected behaviors
Criteria for allocation of rewards
Criteria for selection, promotion, and
termination of employees
Actions to Change Culture
1. Change people’s behaviors through reward,
training, policies, etc.
2. Justify the new behaviors using new culture
artifacts: stories, symbols, rituals, heroes.
3. Communicate the new artifacts widely and
consistently
4. Hire new employees who match the new culture
5. Remove employees whose behaviors deviate
from the new culture values
Making Radical Change
Anticipating,
exploiting, and
creating
“breakpoints”
Paul Strebel, Paul Strebel, BreakpointsBreakpoints
Organizational Transformation Process (John Kotter, Leading Change)
1. Establishing a sense of urgency
2. Creating the guiding coalition
3. Developing a vision and strategy
4. Communicating the change visions
5. Empowering employees for broad-based action
6. Generating short-term wins
7. Consolidating gains and producing more change
8. Anchoring new approaches in the culture
Strategies to Help Employees Embrace A Change Initiative?
Senior Managers
Middle Managers
Front-Line Staff
Organizational Design for Productivity Improvement
Simplify
• Reduce the number of layers
• Reduce and eliminate bureaucracy
• Empower employees Promote cooperation and information sharing
• Teamwork
• Cross-functional teams
• Knowledge and information sharing systems