Culture management distribution

© Holcim (Lanka) Ltd 2008
Culture Management

2
(Optional) File source, Department or Function, Creator
HR’s job is to build
Capacity
Commitment
Culture

3
Topics
• Culture and diversity
• Why study cultures
• Cross cultures : External environment
• Organisational Culture : Internal environment

4

5
World is ChangingWorld is Changing
• GlobalizationGlobalization
• Hi-Tech Vs Hi-TouchHi-Tech Vs Hi-Touch
• POIPOI

6
Know how Vs Know-who
• Social Capital
• Built on trust and mutual value
• Reciprocal relationship
• Building our own knowledge network
• A more enduring asset than specific
knowledge or skills

7
Face-to-Face meetings
are…
Vital. Key. I need to know
people understand what’s
important.
Uncomfortable,
confrontational and overly
formal.
Face-to-Face meetings
are…
Vital. Key. I need to know
people understand what’s
important.
Uncomfortable,
confrontational and overly
formal.
Text Messages are… Good for short messages. What I do all day long.Text Messages are… Good for short messages. What I do all day long.
Baby Boomers
1946-65
Gen – X
1966-80
Gen – Y
1980>
Baby Boomers
1946-65
Gen – X
1966-80
Gen – Y
1980>
Email is… One more thing to do,
another thing to learn.
The best way to stay in
touch.
Not nearly as good as instant
messaging and blogging.
Email is… One more thing to do,
another thing to learn.
The best way to stay in
touch.
Not nearly as good as instant
messaging and blogging.
Instant Message is… Another distraction
popping up on my screen
A good, quick way to get
things done
Like breathing—I can carry on
seven conversations at once
Instant Message is… Another distraction
popping up on my screen
A good, quick way to get
things done
Like breathing—I can carry on
seven conversations at once
Mobile video messaging
is…
No idea A novelty. Commonplace.Mobile video messaging
is…
No idea A novelty. Commonplace.
PowerPoint is… Effective and professional. My right arm. Pretty boring in a speech and
hard to make interesting.
PowerPoint is… Effective and professional. My right arm. Pretty boring in a speech and
hard to make interesting.
Search engines are… Useful, but not
trustworthy
How did we survive
without Google and
Wikipedia?
My super tool. My home page
and lots more.
Search engines are… Useful, but not
trustworthy
How did we survive
without Google and
Wikipedia?
My super tool. My home page
and lots more.
Conference calls are…. The next best thing to a
meeting.
The way we work these
days
An opportunity to multi-task
while “listening”
Conference calls are…. The next best thing to a
meeting.
The way we work these
days
An opportunity to multi-task
while “listening”
Source: Accenture
For techie kids
Generational perspective

8
Generational Attitudes
The impact on business will be that those organizations unable or unwilling to adapt to the new order will
experience higher levels of disengaged staff, increased talent attrition and reduced productivity

9
Generational Trends – understanding Talent

10
Talent availability
39,000 employers surveyed across 33 countries in Q1 2009
There may be a temporary ceasefire, but the war for talent is far from over

11
Demographic perspective

12
© Holcim (Lanka) Ltd 2008 1203/19/14
Europe
Young talent in short supply

13

14
Center for Talent Retention

15
Takeaway #1: The real
business impact of
employee engagement
• The Corporate Leadership
Council’s research has found
that organizations are (rightly)
turning their attention to their
employees’ level of engagement.
• A Council survey of more than
50,000 employees at 59 member
organizations in 27 countries and
10 industries demonstrates the
real bottom-line impact of
employee engagement. Highly
committed employees perform
up to 20 percentile points better
and are 87% less likely to leave
the organization than employees
with low levels of commitment.
• The Council’s analysis has
yielded the two “rules” appearing
at the bottom of this slide, which
further convey the significant
impact of employee engagement
on the business.
The Business Case for Engagement
Employee engagement drives employee performance and workforce retention
Maximum Impact of Discretionary
Effort on Performance Percentile
Number
of
Employees
50th
Percentile
70th
Percentile
Maximum Impact of Engagement
on the Probability of Departure
Probability
of Departure
in Next 12
Months
Strong
Disengagement
Strong
Engagement
9.2%
1.2%
87%
The “10:6:2” Rule
• Every 10% improvement in commitment
can increase an employee’s effort level by
6%.
• Every 6% improvement in commitment can
improve an employee’s performance by 2
percentile points.
The “10:6:2” Rule
• Every 10% improvement in commitment
can increase an employee’s effort level by
6%.
• Every 6% improvement in commitment can
improve an employee’s performance by 2
percentile points.
The “10:9” Rule
Every 10% improvement in commitment can
decrease an employee’s probability of
departure by 9%.
The “10:9” Rule
Every 10% improvement in commitment can
decrease an employee’s probability of
departure by 9%.
Source: Corporate Leadership Council 2004 Employee
Engagement Survey.

16

17
Three most common cross cultural gestures : V-Sign
 Two : to American
 Victory : to Germans
 Insulting : to British
Victory
Not
Victory

18
Three most common cross cultural gestures : Ring
 OK : to Westerner
 Money : to Japanese
 Zero : to French
 Insulting : Turks and Brazilians

19
Three most common cross cultural gestures : Thumbs up
 Good : to Westerner
 Hitch hike : British, Aussie, NZ,SA
 Greece : Insulting

20
Some Culturally sensitive dimensions
Individualist Group - Oriented
Americans, British, Dutch, Northern
Italians, French
Korean, Chinese, Japanese
+ Introduce with confidence
+ Be prepared to state your own views
+ Be prepared to challenge what people say
+ Introduce in relation to your company
+ Talk calmly and slowly matching the pace
+ Be prepared to do real business over meals
Flat hierarchy Vertical hierarchy
Switzerland, Germany, Netherlands,
USA, UK
France, Italy, Latin America, SEA,
India, China, Africa, Arab world
+ Have clear line of communication to senior
management
+ Keep valuable information to yourself
+ Show great respect to decision makers
+ Be autocratic in your dealings with
subordiantes
+ Take full responsibility for your area of
expertise
+ Tackle colleagues directly if there is a
problem
Source : Bridging the culture gap : Penny Carte and Chirs Fox

21
Acquired status Given status
Women
+ Dress appropriately
+ Act modestly
Spain, Southern Italy, South America,
India, China, Japan, Africa, Arab world
+ Show respect to people older than you
+ Consider age and length of service
+ Be paternalistic
Functional Personal
Arab world, Asia, Southern Europe,
Africa, South America
+ Allow plenty of time
+ Engage in small talk
+ Be prepared to socialize and exchange gifts
Germany, Switzerland, Scandinavia

22
Physically distant Physically close
Monochronic Polychronic
Hispanic, USA, Latin America, India,
Arab world Italy
+ Fix appointments at short notice
+ Allow plenty of time between appointments
+ Be prepared to be kept waiting
+ Avoid rushing meetings
+ If there’s bad news try to soften it
Anglo-Saxon America, Canada,
Australia, Scandinavia, Germany,
Switzerland, Netherlands, UK
+ Fix appointments weeks ahead
+ Send meeting agenda in advance
+ Arrive on time and start on time
+
Keep to agendas, schedules and deadlines
+ Give bad news straight away
Arab, African, Indian, Latin American,
Greek, Turkish
+ Don’t show surprise or embarrasement if
they get too close
USA, UK, Northern Europe,
French
+ Give firm short handshake
and look in the eye
SEA, East Asian
+ Give plenty of personal space

23
Speed Patience
Germans Japanese, Mexicans, Spanish
+ Don’t try to force the pace
Good advise :
Play SOPHOF
Soft on People Hard on Facts

24

25
Cultures are nested at multiple levels
National Culture
Industrial Culture
Organisational Culture
Subcultures
Functional and
professional
groups
Cliques and
factions
Source : Toyota Culture, Jeffrey k. Liker, Michael Hoseus

26
Joe
Cindy
Debbie
David
Weak Org culture
Joe
Cindy
Debbie
David
Strong Org culture
Org culture is the shared beliefs, values and
assumptions between the people working toward a
common Purpose

27
Culture Types
• Power Culture
 Within a power culture, control is the key element. Power cultures are
usually found within a small or medium size organisation. Decisions in an
organisation that display a power culture are centralised around one key
individual.
• Role Culture
 Common in most organisations today is a role culture. In a role culture,
organisations are split into various functions and each individual within the
function is assigned a particular role.
• Task Culture
 A task culture refers to a team based approach to complete a particular task.
They are popular in today's modern business society where the organisation
will establish particular 'project teams' to complete a task to date.
• Person culture
 Person cultures are commonly found in charities or non profit organisations.
The focus of the organisation is the individual or a particular aim
• Forward and backward looking cultures
 Organisations that have an entrepreneurial spirit, always embrace change
and listen to staff and customers are said to be forward looking. Forward
looking organisations are risk takers and do well because of it. A backward
looking culture does not embrace change and is led by systems and
procedures.

28
Organisational culture measurement
Written rules
Unwirtten rules

29
Understanding unwritten riles
• Motivators
 What in practice is most important to people?
 What do they perceive as rewards, penalties?
• Enablers
 Who really is important?
 Who can grant the motivators or impose the penalty?
• Triggers
 How are people really measured?
 What are the conditions that might be met for an enabler to
grant a motivator or impose a penalty?

30
Residents
Drivers
Critics
Detached
SATISFACTION
High
Low
LOYALTY/MOTIVATIONLow High
Dissatisfied but barriers or
lack of options prevent
defection.
‘At risk’
Dissatisfied and work
against company/brand
‘Big threat’
Satisfied but shop around.
Often indicates the degree of
compensation sensitivity in
the market.
‘Need a compelling reason
to stay’
Highly committed
‘Best advocate’
 Helps understand the
attitude and profile of
your employees and
employee segments at
a given point of time &
the “degree of difficulty”
in ensuring commitment
 Helps in formulating
Employee Relationship
Management decisions
and Resource
allocations
Culture Assessment : Example

31
Diversity and inclusion

32
Cross cultural success
• Carlos Ghosn
• While his task was to help revive an icon of the Japanese car industry, he says, the
experience wasn’t simply about performing a job – it was about discovering a new
culture and it was very rewarding.
• “When you have a very diverse team – people of different backgrounds, different
culture, different gender, different age, you are going to get a more creative team –
probably getting better solutions, and enforcing them in a very innovative way and
with a very limited number of preconceived ideas.”
• On gender equality, the CEO says that when he started at Nissan, only one per cent
of the top management at Nissan were women. While that was twice as good as his
competitors, he was determined to increase the number of women in management
still further. Today the number of women in management is five per cent, and the
objective is to raise that figure to ten per cent.

Culture management distribution

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Andere mochten auch

Andere mochten auch (14)

Ähnlich wie Culture management distribution

Ähnlich wie Culture management distribution (20)

Mehr von Samitha Jayaweera

Mehr von Samitha Jayaweera (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Culture management distribution

Hinweis der Redaktion