SESSION 4.

CI

DO YOU KNOW WHAT THE FOLLOWING DEFINITIONS ARE?

• PRINCIPLES THAT UNDERLIE THE WAYS IN WHICH AN ORGANISATION OPERATES

• BUSINESS VALUES

• PROCESS TO DISCUSS AN EMPLOYEE’S PERFORMANCE AND SET TARGETS

• APPRAISAL

• IMPROVING AN INDIVIDUAL IN LINE WITH THE REQUIREMENTS OF THAT INDIVIDUAL

• DEVELOPMENT

• THE INITIAL PROCESS OF LEARNING TO FIT INTO AN ORGANIZATION

• INDUCTION

READING

Learner styles

Myer

Leaders

DO YOU KNOW WHAT THE FOLLOWING DEFINITIONS ARE?

• THE TYPICAL PATTERN OF DOING THINGS IN AN ORGANIZATION

• CULTURE

• SOMEONE WHO ACTS AS A GUIDE AND SUPPORT TO A LESS EXPERIENCED TRAINEE – GIVING THEM ADVICE AND ENCOURAGEMENT

• MENTOR

WHAT IS IT?

CORPORATE CULTURE

• Organizational culture, or corporate culture, comprises the attitudes, experiences, beliefs and values of an organization – and is a part of

• Corporate Identity – is the image with which your company is identified

The company’s corporate identity can be formed by many of the pieces that form a communicational style: logo, letterhead, business cards, folder, inserts, envelope, colour, website, building, education, dress code, code of ethics, code of values, image, etc

• The term was already used in the 1950s, but became popular only in the 1980s.

• Globalisation and the spread of multinational/international companies.

ORGANIZATIONS

“All theories of organization and management are based on implicit images or metaphors that persuade us to see, understand, and imagine situations in partial ways. Metaphors create insight. But they also distort. They have strengths. But they also have limitations. In creating ways of seeing, they create ways of not seeing. Hence there can be no single theory or metaphor that gives an all-purpose point of view. There can be no ‘correct theory’ for structuring everything we do.” Gareth Morgan

METAPHORS

• a word or phrase for one thing that is used to refer to another thing in order to show or suggest that they are similar

• an object, activity, or idea that is used as a symbol of something else

 Metaphor is a figure of speech which makes an implicit,

implied or hidden comparison between two things or objects that are poles apart from each other but have some characteristics common between them. In other words, a resemblance of two contradictory or different objects is made based on a single or some common characteristics.

 Expressions are used to give effect to a statement

G. Morgan’s 8 paradigms/metaphors for organisations(Thomas Kuhn: The Structure Of Scientific Revolution)

• MachinesEfficiency, waste, maintenance, order, clockwork, cogs in a wheel, programmes, inputs and outputs, standardisation, production, measurement and control, design (Taylorism)

• OrganismsLiving systems, environmental conditions, adaptation, life cycles, recycling, needs, homeostasis, evolution, survival of the fittest, health, illness (DNA, birth, maturity,decline)

• BrainsLearning, parallel information processing, distributed control, mindsets, intelligence, feedback, requisite variety, knowledge, networks (information, learning)

• CulturesSociety, values, beliefs, laws, ideology, rituals, diversity, traditions, history, service, shared vision and mission, understanding, qualities, families

G. Morgan’s 8 paradigms/metaphors for organisations(Thomas Kuhn: The Structure Of Scientific Revolution)

• Political SystemsInterests and rights, power, hidden agendas and back room deals, authority, alliances, party-line, censorship, gatekeepers, leaders, conflict management (power clashes)

• Psychic PrisonsConscious & unconscious processes, repression & regression, ego, denial, projection, coping & defence mechanisms, pain & pleasure principle, dysfunction, workaholics (discipline and punishment)

• Flux and TransformationConstant change, dynamic equilibrium, flow, self-organisation, systemic wisdom, attractors, chaos, complexity, butterfly effect, emergent properties, dialectics, paradox (being part of the environment)

• Instruments of DominationAlienation, repression, imposing values, compliance, charisma, maintenance of power, force, exploitation, divide and rule, discrimination, corporate interest (sweatshops)

Geert Hofstede

• Power distance

equality, e.g.

• Individualism versus collectivism

• Masculinity versus feminity

roles, qualities, etc

• Uncertainty avoidance

rules, limits, etc

• Long-term versus short-term orientation

future, endurance, etc.

Peters & Waterman: In Search of Excellence

• McKinsey 7-S model elements

• structure

• strategy ”HARDWARE”

• systems

• style of management

• skills - corporate strengths ”SOFTWARE”

• staff

• shared values

Peters & WatermanIn Search of Excellence

• The message of the book:

PEOPLE

CUSTOMERS

ACTION

Peters & WatermanIn Search of Excellence

• Features affecting organizational culture:historysizeapplied technologiesaim and philosophyenvironmentmembers of the organizationphysical environmentbahaviour patternslanguage usage

JAMIE OLIVERwww.fifteen.net

• The Jamie Oliver Foundation exists to inspire disadvantaged young people – homeless, unemployed, overcoming drug or alcohol problems - to believe that they can create for themselves great careers in the restaurant industry.

• The Fifteen restaurants serve food of the highest quality made from the best ingredients:  their kitchens are where the apprentices learn their trade, and their profits help fund the programme.

• Fifteen’s philosophy is to learn within the actual work environment, from experts in the field, surrounded by the produce, equipment and dishes that they will work with and be inspired by. Gradually, their levels of responsibility increase with the skill that they acquire through this direct participation in a fully operative business.  And with this grows their confidence and belief that they can achieve anything they want in their lives despite what setbacks they may already have experienced.

• The Foundation is also driving forward our dream of building Fifteen into a global social enterprise brand inspiring young people all over the world. Fifteen Amsterdam opened in December 2004, Fifteen Cornwall in May 2006 and Fifteen Melbourne in September 2006.

MASAhttp://masanyc.com

• At Masa Restaurant, what you see, hear, touch, smell, and taste all spring from the same complex sensibility - the ideas of shibui and umami.

• Masa is shibui: simplicity devoid of unnecessary elements, and thehonest presentation of materials.

• Masa is umami: the basic essence or flavor inherent in each ingredient.The experience begins at the arrival where diners are transported from the bustling mall into a 26-seat zen-like sushi temple. The choice of materials used to construct the dining room reflects the original beauty of nature. At the sushi counter, a heroic single slab of Japanese cypress

• Hinoki wood sets the performance stage. The backdrop behind thecounter is a pond with a bamboo garden and a floral arrangement byMasa according to the season.

MASA

• Chef Masa takes the guests on a tour with a multi-course prix fixe menu according to seasonal availability at $400-$600 per person. Diners enjoy five carefully composed appetizers, followed by a sushi entree featuring fifteen to twenty types of exotic seafood directly flown in from Japan, and a dessert course to complete the meal. Each ingredient is given its own spotlight to reveal its original essence.

PER SEwww.perseny.com

Per Se is the urban interpretation of the French Laundry. You will see the connection in symbols (the blue door, the fire place, the garden) and in the earthy materials (wood, marble and granite, the rough copper floor tiles). And you will see a connection in the food, in the cornet, which opens all meals as it does at both restaurants, and the Oysters and Pearls, the French Laundry classic. Because of its setting in the center of Manhattan, Per Se has its own distinct identity, but we try never to lose sight of where we began.

PER SEphilosophy

In the end, a great meal is not about the food and the wine. A great meal is an emotional experience. We try to make it an extraordinary one by creating a beautiful place, one filled with staff who cares about it as they do about their home, and care for you as the most important guest in it. Our chefs are obsessive about the culinary details and fundamental techniques that are the foundation of an exciting culinary imagination and a kitchen that delivers the very best products of the earth to the table. No detail or element can be less important than another. Because a great meal is not one that fills you up. A great meal is a kind of journey that returns you to sources of pleasure you may have forgotten and takes you to places you haven’t been before.

MAZDA

• To create new value, excite and delight our customers through the best automotive products and services.

• With passion, pride and speed, we actively communicate with our customers to deliver insightful automotive products and services that exceed their expectations.

• We value integrity, customer focus, creativity, and efficient and nimble actions and respect highly motivated people and team spirit. We positively support environmental matters, safety and society.Guided by these values, we provide superior rewards to all people associated with Mazda.

TATA

PurposeAt the Tata group we are committed to improving the quality of life of the communities we serve. We do this by striving for leadership and global competitiveness in the business sectors in which we operate.Our practice of returning to society what we earn evokes trust among consumers, employees, shareholders and the community. We are committed to protecting this heritage of leadership with trust through the manner in which we conduct our business.

TATA

• Core valuesTata has always been values-driven. These values continue to direct the growth and business of Tata companies. The five core Tata values underpinning the way we do business are:

• Integrity: We must conduct our business fairly, with honesty and transparency. Everything we do must stand the test of public scrutiny.

• Understanding: We must be caring, show respect, compassion and humanity for our colleagues and customers around the world, and always work for the benefit of the communities we serve.

• Excellence: We must constantly strive to achieve the highest possible standards in our day-to-day work and in the quality of the goods and services we provide.

• Unity: We must work cohesively with our colleagues across the group and with our customers and partners around the world, building strong relationships based on tolerance, understanding and mutual cooperation.

• Responsibility: We must continue to be responsible, sensitive to the countries, communities and environments in which we work, always ensuring that what comes from the people goes back to the people many times over.

GOOGLE

Our culture •It’s really the people that make Google the kind of company it is. We hire people who are smart and determined, and we favor ability over experience. Although Googlers share common goals and visions for the company, we hail from all walks of life and speak dozens of languages, reflecting the global audience that we serve. And when not at work, Googlers pursue interests ranging from cycling to beekeeping, from frisbee to foxtrot. •We strive to maintain the open culture often associated with startups, in which everyone is a hands-on contributor and feels comfortable sharing ideas and opinions. In our weekly all-hands (“TGIF”) meetings—not to mention over email or in the cafe—Googlers ask questions directly to Larry, Sergey and other execs about any number of company issues. Our offices and cafes are designed to encourage interactions between Googlers within and across teams, and to spark conversation about work as well as play.

INTERDISCIPLINARITY

http://www.youtube.com/watch?v=d-4yRojL6B8

JIM COLLINS

• http://www.youtube.com/watch?v=q-KyQ90XByY

• http://www.youtube.com/watch?v=wwpKN1hmMzQ&feature=related (on Drucker)

• http://www.youtube.com/watch?v=uaszRDgnlmg&feature=related ( Brian Gallagher United

Way)

GOOD TO GREATJim Collins

LEVEL 5 LEADERSHIP

• Level 1 is a Highly Capable Individual who "makes productive contributions through talent, knowledge, skills and good work habits.„

• Level 2 is a Contributing Team Member who "contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting.„

• Level 3 is the Competent Manager who "organizes people and resources toward the effective and efficient pursuit of predetermined objectives.„

GOOD TO GREATJim Collins

• Level 4 is an Effective Leader who "catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards.„

• Level 5 is the Executive who "builds enduring greatness through a paradoxical blend of personal humility and professional will." Every one of the good-to-great companies has level 5 leaders in the critical transition phase.  None of the comparison companies did.  These leaders are described as being timid and ferocious, shy and fearless and modest with a fierce, unwavering commitment to high standards.

W. EDWARDS DEMINGTQM

• 1."Create constancy of purpose towards improvement". Replace short-term reaction with long-term planning. 2."Adopt the new philosophy". Management should actually adopt his philosophy, rather than merely expect the workforce to do so. 3."Cease dependence on inspection". There is no need to inspect manufactured items for defects, because there won't be any. 4."Move towards a single supplier for any one item." Multiple suppliers mean variation between feedstocks. 5."Improve constantly and forever". Constantly strive to reduce variation. 6."Institute training on the job". If people are inadequately trained, they will not all work the same way, and this will introduce variation. 7."Institute leadership". Distinction between leadership and mere supervision.

• 8."Drive out fear". Management by fear as counter- productive in the long term, because it prevents workers from acting in the organisation's best interests. 9."Break down barriers between departments". The concept of the 'internal customer', that each department serves not the management, but the other departments that use its outputs. 10."Eliminate slogans". It is not people who make most mistakes - it's the process they are working within.

• 11."Eliminate management by objectives". Production targets as encouraging the delivery of poor-quality goods. 12."Remove barriers to pride of workmanship". Many of the other problems outlined reduce worker satisfaction.

•13."Institute education and self-improvement".

•14."The transformation is everyone's job".

LEADERSHIP

Difference between management and leadership

According to P.F. Drucker:

”Leaders ask the question ”What needs to be done” and not ”What do I want to do?” They are mission driven, they know when to abandon what. They know themselves (what they are capable of); they do not have charisma, they must be trustworthy. They can develop from inside and can reinvigorate people.”