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Cultural issues by Toronto Training and HR April 2014
| Date post: | 19-Jan-2015 |
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Cultural issues
by Toronto Training and HR
April 2014
Page 2
CONTENTS3-4 Introduction5-6 Definition7-8 Key activities9-10 Measuring culture11-13 Cultural profile14-15 Tight and loose cultures16-17 High versus low context cultures18-19 Culturally determining fit20-21 Appreciative inquiry22-23 Cultural distance24-25 Multicultural identity dimensions26-27 East v West leadership28-29 Internal conflict30-31 Post merger priorities32-33 Creating a new culture34-35 Antecedents of cultural identity36-37 The cultural web38-39 What do culture-savvy leaders do?40-41 Generating a culture of blameless error42-43 Creating an effective learning & development culture44-45 Performance and values46-48 Building a strong performance-based culture49-50 Conclusion, summary and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers
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Definition
Page 6
Definition • What is culture?
Page 7
Key activities
Page 8
Key activities • Organizational clarity
• Sharing stories• Recognizing
contributions• Celebrating successes
Page 9
Measuring culture
Page 10
Measuring culture
• Performance• Values
Page 11
Cultural profile
Page 12
Cultural profile 1 of 2
Collaborate Create
Control Compete
Page 13
Cultural profile 2 of 2
• Dominant characteristics
• Organizational leadership
• Management of employees
• Organization glue• Strategic emphasis• Criteria for success
Page 14
Tight and loose cultures
Page 15
Tight and loose cultures
• Tight culture• Loose culture
Page 16
High versus low context cultures
High versus low context cultures
• High context culture• Low context culture
Page 17
Page 18
Culturally determining fit
Culturally determining fit
• Brand identity• Reputation and
relationships• Communication
Page 19
Page 20
Appreciative inquiry
Appreciative inquiry
• Discovery• Dream• Design• Destiny
Page 21
Page 22
Cultural distance
Cultural distance
• High cultural distance• Low cultural distance
Page 23
Page 24
Multicultural identity dimensions
Multicultural identity dimensions
• Aggregating• Compartmentalizing• Hybridizing• Prioritizing
Page 25
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East v West-leadership
East v West-leadership
• Balancing individualism with collectivism
• Blending results with personal empowerment
• Influencing remotely and cross-culturally
• Transparency and a focus on action
Page 27
Page 28
Internal conflict
Internal conflict
• Value discrepancy• Routine discrepancy
• Experienced illegitimacy
• Experienced awkwardness
• Deep conflict• Ambivalence• Authenticity
Page 29
Page 30
Post-merger priorities
Post-merger priorities
• Communication • Lay-offs• Contract review and
new negotiations
Page 31
Page 32
Creating a new culture
Creating a new culture
• Vision• Purpose• Business model• Unique/wow factors• Values
Page 33
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Antecedents of cultural identity
Antecedents of cultural identity
• Personal history• Current context• Cultural content
Page 35
Page 36
The cultural web
The cultural web
• What is the cultural web?
• The integration perspective
• The differentiation perspective
• The fragmentation perspective
Page 37
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What do culture-savvy leaders do?
What do culture-savvy leaders do?
• Act• Create• Align
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Generating a culture of blameless error
Generating a culture of blameless error
• Stay objective• Determine what
happened• Ask for suggestions• Use employee
suggestions• Agree on the
suggestion together• Follow-up
Page 41
Page 42
Creating an effective learning &
development culture
Creating an effective learning & development culture
• Vision• Values• Alignment• People• Execution• Learning
Page 43
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Performance and values
Performance and values
Page 45
HIGHPERFORMANCE
High performanceLow values
High performanceHigh values
LOW PERFORMANCE
Low performanceLow values
Low performanceHigh values
LOW VALUES HIGH VALUES
Page 46
Building a strong performance-based
culture
Building a strong performance-based culture1 of 2
• Ensure you have a meaningful and relevant vision, mission and values
• Ensure active (ongoing) communication
• Practice active inquiry• Identify what your
need your culture to be
• Based on survey findings, identify key actions to help bridge the gap between now and then
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Building a strong performance-based culture2 of 2
• Communicate this to members of the organization
• Demonstrate commitment by action in addressing findings from the surveys
• Use developmental tools to strengthen key components that contribute to culture
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Conclusion, summary and questions
Page 50
Conclusion, summary and questions
ConclusionSummaryVideosQuestions
