Documente Academic
Documente Profesional
Documente Cultură
By Fayyaz Alam
fayyaz.alam.121@googlemail.com
Learning Outcomes
LO1: Understand the organisations ethical and value-based approach to leadership
Assessment Criteria:
Evaluate the impact of the organisations culture and values on leadership (Session 1-This session) Discuss how organisational specific, legal, regulatory and ethical requirements impact on leadership demands (Session 2) Evaluate current and emerging social concerns and expectations impacting on leadership in the
What is culture?
Culture is how things are done around here. It is what is typical of the organization, the habits, the prevailing attitudes, the grown-up pattern of accepted behaviour.
(Drennan, 1992:3)
Implications of culture
Behaviour is not shaped by extrinsic and intrinsic motivators but by values, beliefs and assumptions. Culture guides actions but only when it is strong and unchallenged. Some cultures are better than others. If values, beliefs and attitudes can be learned, they can also be changed.
Power radiates out from the centre like a spiders web. Found in small entrepreneurial companies, family dominated companies, etc. Found in bureaucracies where the main emphasis is on compliance with rules and procedures. The emphasis is on completing the job or project. Found in organisations which require teamwork, flexibility and speed, such as advertising agencies.
Cultural Web
Organisational structure Determines where the power will exist in the organisation Simple structure - power rests with the owner Functional structure power with senior mgmt Divisional structure power is spread throughout the organisation Matrix structure power rests with individuals in the matrix
Cultural Web
Control systems Monitor what is important to the organisation Can monitor money, budgets, people rewards systems, work efficiency and effectiveness
The Tough Guy, Macho culture, characterised by individualism and risk-taking, e.g. a police force. The Work-Hard/Play-Hard culture, characterised by low risks and quick feedback on performance, e.g. McDonalds. The Bet-Your-Company culture, characterised by high risks and very long feedback time, e.g. aircraft companies or oil prospecting The Process culture, characterised by low risks and slow feedback, e.g. insurance companies.
Deal and Kennedy (1982)
Organizational Values
The enduring beliefs that have worth, merit, and importance for the organization
Ethics
The code of moral principles and values that governs the behavior of a person or group with respect to what is right and wrong ------------------------------------------Code of Ethics: a formal statement of the companys ethical values
Values-Based Leadership
A relationship between leaders and followers that is based on shared, strongly internalized values that are advocated and acted upon by the leader
References
Carnal, A. C. (2006) Managing Change in Organisations, FT Prentice Hall, England Kay, J. (1993) Foundations of Corporate Success, Oxford University Press, Oxford. Lynch, R. (2006) Corporate Strategy, FT Prentice Hall, England