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Keys to the Development of a Winning Organizational Culture In Bulgaria

Organizational Culture. THE WAY WE DO THINGS AROUND HERE"Formally Corporate Policies and Procedures (how much are they really applied and respected)Informally What really goes on behind the policies and procedures, where there are such, and informal policies and procedures (informal center

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Keys to the Development of a Winning Organizational Culture In Bulgaria

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    1. Keys to the Development of a Winning Organizational Culture In Bulgaria Kirko Kirkov Managing Director, Sandoz d.d. Representative Office in Bulgaria October 2008

    2. Organizational Culture THE WAY WE DO THINGS AROUND HERE Formally Corporate Policies and Procedures (how much are they really applied and respected) Informally What really goes on behind the policies and procedures, where there are such, and informal policies and procedures (informal centers of influence) Friends in High Places Connections Family Untouchables

    3. The Double S Cube of Companies Cultures

    4. Metrics of the Double S Cube Sociability Solidarity

    5. The Networked Culture Between Friends

    6. The Mercenary Culture Get to Work on Sunday

    7. The Fragmented Culture All Together Alone

    8. The Communal Culture We Are Familiy

    9. Diagnosis What types of cultures prevail in your organization? Each of the difference cultures work, depending upon which of their forms prevail, positive or negative Which forms (positive or negative) prevail in your organization, and why? The role of senior management (the management board) is to: (1) understand the cultures prevailing in the given company; (2) identify whether they in their positive and / or negative forms; (3) Identify the changes needed to switch to the positive form; and (4) demonstrate the leadership required to effect the change This requires leadership by example, experience & maturity (helps), personal risk, and orientation towards teamwork(which are often in very short supply..)

    10. Leadership behaviors that support Change Preventing Behaviors Ignore or discount feelings and values; presume objectivity will carry the day Change focus and priorities Interrupt others in giving their perceptions Hammer with logic and data Attack people vs. problems Procrastinate on decision making Supporting Behaviors Communicate Actively listen Translate and connect team vision to associates interests Set clear expectations Provide hands-on involvement Be visible and accessible to all levels Provide support to plan personal contingencies

    11. Why change initiatives often fail Research reveals a common pattern: Predominant and re-occurring reasons for failure in change initiatives all relate to people. Winning over the hearts and minds of employees at all levels of the organization (51%) Gaining local management buy-in (31%) Cultural issues (27%) Key elements of success in change initiatives are: Leadership Planning Communication The Economist Intelligence Unit, 2008.

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