Leadership and Organisational Structure
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Transcript of Leadership and Organisational Structure
Gattorna and Chorn Culture Map
Leadership Style and Leadership Style and Organisational CultureOrganisational Culture
MANAGING CHANGE FOR MANAGING CHANGE FOR EXCELLENCEEXCELLENCE
HOW WE CAN DELIVER THE HOW WE CAN DELIVER THE “HOW” AGENDA“HOW” AGENDA
Gattorna and Chorn Culture Map
Leadership Style and Organisational Leadership Style and Organisational CultureCulture
We can be a more effective organisation if we understand the We can be a more effective organisation if we understand the HOW factors as well as WHAT we have to do. The GC HOW factors as well as WHAT we have to do. The GC
Culture map can be used to pin down the preferred ways of Culture map can be used to pin down the preferred ways of working that we often call “culture” It can also be used to working that we often call “culture” It can also be used to
align our Customer profiles / Strategy / Culture / Leadership align our Customer profiles / Strategy / Culture / Leadership style.style.Customers /
Markets
Strategy
Culture
Leadership Style
Certain strategy types best suit certain customer profiles and markets
Specific culture types support specific strategies
Certain leadership styles are appropriate for certain cultures
Sources:
N. Chorn, Strategic Alignment, Richmond (Aus.), 2004
J.Gattorna, Managing the Supply Chain, Macmillan, 1996
S.Speller, G.Johnson, K. Scholes chapters in: Exploring Public Sector Strategy, FT/Prentice Hall, 2001
Gattorna and Chorn Culture Map
Leadership style and organisational cultureLeadership style and organisational culture
4 discrete types or “logics” describe patterns of behaviour – 4 discrete types or “logics” describe patterns of behaviour – characteristic forces characteristic forces
II DD
AA PP
Formal focus
Informal focus
Inte
rnal
em
ph
asi
s Exte
rnal e
mp
hasis
Integration
GROUP
Development
ENTREPRENEURIAL
Administration
HIERARCHICAL
Production
RATIONAL
Gattorna and Chorn Culture Map
Leadership style and organisational cultureLeadership style and organisational culture
I “logics” are opposite to P “logics” – people first v results I “logics” are opposite to P “logics” – people first v results firstfirst
II DD
AA PP
Formal focus
Informal focus
Inte
rnal
em
ph
asi
s Exte
rnal e
mp
hasis
Integration
GROUP
Development
ENTREPRENEURIAL
Administration
HIERARCHICAL
Production
RATIONAL
Gattorna and Chorn Culture Map
Leadership style and organisational cultureLeadership style and organisational culture
A “logics” are opposite to D “logics” – continuity v change A “logics” are opposite to D “logics” – continuity v change
II DD
AA PP
Formal focus
Informal focus
Inte
rnal
em
ph
asi
s Exte
rnal e
mp
hasis
Integration
GROUP
Development
ENTREPRENEURIAL
Administration
HIERARCHICAL
Production
RATIONAL
Gattorna and Chorn Culture Map
Leadership style and organisational cultureLeadership style and organisational culture
The I (Integration) logic is people and process The I (Integration) logic is people and process centred. centred.
II DD
AA PP
Formal focus
Informal focus
Inte
rnal
em
ph
asi
s Exte
rnal e
mp
hasis
Focus = WHO?
Values = Cohesion, harmony
Style = Consensus
Support = Mutuality
Gattorna and Chorn Culture Map
Leadership style and organisational cultureLeadership style and organisational culture
The D (Development) logic is change and ideas The D (Development) logic is change and ideas oriented oriented
II DD
AA PP
Formal focus
Informal focus
Inte
rnal
em
ph
asi
s Exte
rnal e
mp
hasis
Focus = WHO?
Values = Cohesion, harmony
Style = Consensus
Support = Mutuality
Focus = WHY?
Values = Innovation, creativity
Style = Visionary, impulsive
Support = Inspiration
Gattorna and Chorn Culture Map
Leadership style and organisational cultureLeadership style and organisational culture
The A (Administrative) logic is systems and The A (Administrative) logic is systems and compliance oriented compliance oriented
II DD
AA PP
Formal focus
Informal focus
Inte
rnal
em
ph
asi
s Exte
rnal e
mp
hasis
Focus = WHO?
Values = Cohesion, harmony
Style = Consensus
Support = Mutuality
Focus = WHY?
Values = Innovation, creativity
Style = Visionary, impulsive
Support = Inspiration Focus = HOW?
Values = Control, caution
Style = Directive, deliberate
Support = Structure
Gattorna and Chorn Culture Map
Leadership style and organisational cultureLeadership style and organisational culture
The P (Production) logic is performance and The P (Production) logic is performance and achievement oriented achievement oriented
II DD
AA PP
Formal focus
Informal focus
Inte
rnal
em
ph
asi
s Exte
rnal e
mp
hasis
Focus = WHO?
Values = Cohesion, harmony
Style = Consensus
Support = Mutuality
Focus = WHY?
Values = Innovation, creativity
Style = Visionary, impulsive
Support = Inspiration Focus = HOW?
Values = Control, caution
Style = Directive, deliberate
Support = Structure
Focus = WHAT?
Values = Performance, logic
Style = Energetic, dynamic
Support = Objectives, targets
Gattorna and Chorn Culture Map
Leadership style and organisational cultureLeadership style and organisational culture
HHS culture is currently either IA or Ai. The excellence position may be Pd HHS culture is currently either IA or Ai. The excellence position may be Pd
II DD
AA PP
Formal focus
Informal focus
Inte
rnal
em
ph
asi
s Exte
rnal e
mp
hasis
Where we were
Where we are Where we want to
be?
Gattorna and Chorn Culture Map
Leadership style and organisational cultureLeadership style and organisational culture
Our stakeholders and customers want performance. Some work to do to align Our stakeholders and customers want performance. Some work to do to align the culture to this. the culture to this.
II DD
AA PP
Formal focus
Informal focus
Inte
rnal
em
ph
asi
s Exte
rnal e
mp
hasis
Where we were
Where we are Where we want to
be?
CULTURE
LEADERSHIP STRATEGY
STAKEHOLDERS /CUSTOMERS
Gattorna and Chorn Culture Map
Leadership style and organisational cultureLeadership style and organisational culture
HOW do we deliver the HOW agenda?HOW do we deliver the HOW agenda?• No instant quick fix – it takes time to changeNo instant quick fix – it takes time to change• Attitude and “mindset” are crucial – one and Attitude and “mindset” are crucial – one and
allall• Reality check: where we are (on 6 stage scale)Reality check: where we are (on 6 stage scale)• Consolidate and build on success and Consolidate and build on success and
improvements. Be positive and constructive.improvements. Be positive and constructive.• Need a “big picture” and a language we shareNeed a “big picture” and a language we share• Need the tools to do the job – process / control Need the tools to do the job – process / control
areasareas
Gattorna and Chorn Culture Map
Leadership and organisational CultureLeadership and organisational Culture
Suggested ApproachesSuggested Approaches• Beyond the short term to medium term (3 years)Beyond the short term to medium term (3 years)• HMT to set the toneHMT to set the tone• Target middle managers to lead and support Target middle managers to lead and support
changechange• Quick wins to get a buy-in to change. A bonfire?Quick wins to get a buy-in to change. A bonfire?• ““Joining –up” initiatives, processes and servicesJoining –up” initiatives, processes and services• “ “ Big picture” = excellenceBig picture” = excellence• Invest in people development: skills and Invest in people development: skills and
behavioursbehaviours• Sustained momentum!Sustained momentum!
Gattorna and Chorn Culture Map
Leadership and organisational cultureLeadership and organisational culture
“ “ Progress, far from consisting in Progress, far from consisting in change, depends on change, depends on
retentiveness….Those who cannot retentiveness….Those who cannot remember the past are condemned remember the past are condemned
to repeat it”to repeat it”
George Santayana: George Santayana: Life of ReasonLife of Reason (1905)(1905)