the organizaton’s culture and values

7/29/2019 THE ORGANIZATONS CULTURE AND VALUES

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REPORTED BY

JHON BENEDICT REGINALDO

JEMMALYN ARGARIN

JEDHALYN MANDINGIADO

Chapter 8:

THE ORGANIZATONS

CULTURE AND VALUES


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INTRODUCTION

Vision, mission and culture are inter-connected. Vision andmission are shaped by culture and culture comes alive

through vision and mission.

Vision and mission are the major external focus for ouractions. But an organization culture provides the underlying

foundation for our actions and behavior.

Values are the bedrock of corporate culture and the essenceof an organizations philosophy. They provide guidelines for

working with the relating to one another.


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ORGANIZATIONSCULTURE

Shared values are standards by which members of anorganization collectively see as important.

Declared values to which mere-lip service may be paid.

Operative values that are actually put into practice anddeeply seated.

Common Mindset or paradigm consists of asset of sharedassumptions or beliefs.


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Characteristics Behaviors cover a broad range of topics.Some key aspects include the following:

Management Style

Relationships

Dress

Symbols

Image use of green to symbolize concern for theenvironment.

Flag symbol of country.


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Peter and Watermanstates: Every excellent company westudied is clear on what it stands for, and takes the process

of value-shaping seriously. In fact, we wonder whether it is

possible to an excellent company w/o clarity on values and

w/o having the right sort of values.

Core organizational values are understandings about:

a) What is the most important?

b) How to treat other people?

c) How to work together? Values provide an anchor when an organization or individual

is buffeted by a storm of change.


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Peter and waterman stated that values will have atremendous impact on organization. They help to:

1. Create an atmosphere of common purpose and trust.

2. Clarify goals and ways will be achieved.

3. Set priorities and sort out information overload.4. Provide a clear focus for performance and feedback.

5. Indicate which behaviors are acceptable and appropriate and w/c

are not within the organization.

6. Specify how the organization wants to deal with and be perceivedby people outside the organization.

7. Provide guidelines for selecting and orienting new members or

employees who will not have to spend much time identifying and

understanding organizational values.


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DECLARED AND OPERATIVE VALUES

According to Anthony DSouza, values also have two criticalparts:

Intended or declared valuesexist in the corporationspolicies and mission statement.

Operative values are lasting and are lived from day-to-dayby the members.

There are the times when individuals or organizations publicly

espouse such values:

1. People are the most valuable assets.2. The customer is always right/king.


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VALUES HELD AND PRACTICED

CONSISTENTLY Consider the core values your organization holds or should hold. Here are

some suggestions:

E Excellence

P Prosperity, Patience, Punctuality D Discipline

U Unity G Good Governance

P Pro-people E Effectiveness and Efficiency

L Loyalty to God and Country Q Quality

E Empowerment U Understanding and Goodwill

A Accountability A Action-Oriented

D Dignity and Dedication L Leadership

I Integrity and Honesty I Innovations and Ingenuity

N Nobility T Truthfulness

G Generosity Y Youthfulness

VALUES HELD AND


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VALUES HELD AND

PRACTICED CONSISTENTLYQ Quality

U Understanding and Goodwill

A Action-Oriented

L Leadership

I Innovations and Ingenuity

T TruthfulnessY Youthfulness

R Responsibility

E Empathy

L Love

E Environmental Concern

V Valor

A Academic Freedom

N Nationalism

T Teamwork

E Equality

D Democracy

U Uniqueness

C Compassion, CommitmentA Accommodating

T Temperance

I Idealism

O Openness

N Negotiating


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ORGANIZATIONS CORE VALUES

Paul J. Meyer, Rex C. Houze and Randy Shechta They

published book, Bridging the Leadership Gap (1998).

The authors emphasize that highly effective leaders build

their organizations on bedrock of three central values:stewardship, shepherdship, and a servants heart. Thesethree values form the basic foundation of effective leadership

and are critical to the emergence of successful and winning

organizations.

When aspiring leaders strive to become stewards of human

potential, they begin to achieve their own personal goals

while making a unique contribution to the lives of their team

members.



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AND BELIEFS Values and beliefs of leadership are the shaping force of the

entire organization.

Lyle E. Schaller, in Getting Things Done,writes: The values

of any organization control priorities, provide the foundation

for formulating goals, and set the tone and direction of the

organization.

Examples of Core Corporative Values

Herman Miller Inc: Its Corporate Values

Herman miller Inc. is a leader in participative managementand has a clearly-defined set of corporate values:

a)Innovation c) Participation e) Leadership

b)Excellence d) Ownership


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IBMs Values: the Foundation of Vision

Tom Watson, Sr. was a man of grandiose vision dedicated to

well-defined and fundamental values, probably the oldest and

the best known in the world. They are:

1) Respect for the individual: Respect for the dignity and the

rights for each person in the organization.

2) Customer Service: To give the best customer service of any

company in the world.3) Excellence: The conviction that an organization should

pursue all tasks with the objective of accomplishing them in a

superior way.

ORGANIZATIONS VA UES AND


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ORGANIZATIONS VALUES-AND-

BELIEFS STATEMENT A Values-and-Beliefs Statement is not a mission statement.

Rather, it expresses the principles most important to the

organization and is a powerful influence to energize, guide

and align everyone in a common direction.

Carefully-crafted core Values-and-Beliefs Statement can be

used for the following purposes:

As the fundamentals to which you may be held accountable

by those who relate t you or deal with you, by those who care

about you and by those whom you trust.

As the foundation for consistent and appropriate decisions.

As the filter which you evaluate the importance of

opportunities or alternatives.

As the basis from which your vision originates.

the organizaton’s culture and values

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