vision is not short sighted
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Vision is Not Short Sighted. The Influence of Organizational Culture. Vision is Not Short Sighted. Organizational Culture. Shared Values and Beliefs Leading to Norms Guiding Task-Related and Interpersonal Behaviors “What’s expected around here” “How things are done around here.”. - PowerPoint PPT PresentationTRANSCRIPT
Vision is Not Short Sighted
The Influence of Organizational Culture
Organizational CultureShared Values and Beliefs
Leading to Norms
Guiding Task-Related and Interpersonal Behaviors
– “What’s expected around here”
– “How things are done around here.”
Vision is Not Short Sighted
The Organization’s Value System…
Must reflect that of the larger System
Must Legitimize its Goals in terms of Functional Significance
Must Legitimize the Primacy of its Goals over other Interests Can include “Money Return” as a Measure and Symbol of Success [But Not as the Primary Goal – Profit Making is not by itself a Function on Behalf of the Larger System]
Vision is Not Short Sighted
Organizational Culture Inventory TM (OCI)
Measures the culture of organization in terms of “what’s expected around here” [Norms: current operating culture]
Measures the preferred culture in terms of “what should be expected” [Values: ideal culture]
Vision is Not Short Sighted
INTEGRATION
Systems Effectiveness Supersystem Perspective (e.g., Customers)
System Perspective (e.g., Organization)
Subsystem Perspective (e.g., Members)
ADAPTATION
PROFIT
Vision is Not Short Sighted
Ideal Culture(Values)
Causal Factors(Levers for Change)
Operating Culture
(OCI Norms)
Outcomes(System
Effectiveness)Supersystem
(Customers)
Organizational(Profitability)
Subsystem(Members)
Structures
Systems
Technology
Skills/Qualities
Mission and Philosophy
Vision is Not Short Sighted
INTEGRATION
Systems Effectiveness Supersystem Perspective (e.g., Customers)
System Perspective (e.g., Organization)
Subsystem Perspective (e.g., Members)
ADAPTATION
PROFIT X
X
Vision is Not Short Sighted
Ideal Culture(Values)
Causal Factors(Levers for Change)
Operating Culture
(OCI Norms)
Outcomes(System
Effectiveness)Supersystem
(Customers)
Organizational(Profitability)
Subsystem(Members)
Structures
Systems
Technology
Skills/Qualities
Mission and Philosophy
Vision is Not Short Sighted
Vision is Not Short Sighted
The Culture-Performance Connection
Conclusion: Organizational Culture is related to Systems Effectiveness
Next Question: But how about across Countries?
Preferred Organizational Cultures (Values)
Anglo Cluster
Latin European Cluster
Latin American Cluster
Near Eastern Cluster
Nordic Cluster
Far Eastern Cluster
Germanic Cluster
Vision is Not Short Sighted
Organizational Culture and World Competitiveness
World Competitiveness 1
(IMD)
Type of Culture 2
2001 (n = 35)
2004 (n = 36)
Constructive
.203
.095
Passive/ Defensive
-.579***
-.512*** Aggressive/ Defensive
-.390**
-.374** Notes: * p < .05; ** p < .01; p < .001 1 World Competitiveness Data from IMD, Switzerland. 2 OCI Cluster Scores Copyright © 2004 by Human Synergistics/Center for Applied Research Robert A. Cooke, Ph.D.
The Culture-Performance Connection
Organizational Performance in Anglo Countries…
...is promoted by: Constructive Preferred Cultures
Positive Societal Values (e.g., Low Power Distance)
…but suppressed by:Aggressive Preferred CulturesNegative Societal Values
(e.g., Short-Term Orientation)
Vision is Not Short Sighted