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Vision is Not Short Sighted

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.”.

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Vision is Not Short Sighted

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  1. Vision is Not Short Sighted The Influence of Organizational Culture

  2. 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.”

  3. 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]

  4. 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]

  5. PROFIT • Vision is Not Short Sighted Systems Effectiveness Supersystem Perspective (e.g., Customers) System Perspective (e.g., Organization) Subsystem Perspective (e.g., Members) ADAPTATION INTEGRATION

  6. Outcomes (System Effectiveness) Operating Culture (OCI Norms) Supersystem (Customers) Organizational (Profitability) Subsystem (Members) Vision is Not Short Sighted Ideal Culture (Values) Causal Factors (Levers for Change) Structures Systems Mission and Philosophy Technology Skills/ Qualities

  7. PROFIT Vision is Not Short Sighted Systems Effectiveness Supersystem Perspective (e.g., Customers) System Perspective (e.g., Organization) Subsystem Perspective (e.g., Members) ADAPTATION X X INTEGRATION

  8. Outcomes (System Effectiveness) Operating Culture (OCI Norms) Supersystem (Customers) Organizational (Profitability) Subsystem (Members) Vision is Not Short Sighted Ideal Culture (Values) Causal Factors (Levers for Change) Structures Systems Mission and Philosophy Technology Skills/ Qualities

  9. Vision is Not Short Sighted The Culture-Performance Connection Conclusion: Organizational Culture is related to Systems Effectiveness Next Question: But how about across Countries?

  10. Vision is Not Short Sighted Preferred Organizational Cultures (Values) Anglo Cluster Germanic Cluster Nordic Cluster Latin European Cluster Latin American Cluster Near Eastern Cluster Far Eastern Cluster

  11. Organizational Culture and World Competitiveness

  12. Vision is Not Short Sighted 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 Cultures Negative Societal Values (e.g., Short-Term Orientation)

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