Leadership, Culture and Strategy

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Leadership, Culture and Strategy

• Organizational Design
• EDLS 9889

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Keys to Organizational Excellence
STRATEGY
LEADERSHIP
CULTURE
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Organizational Culture

• Values, beliefs, attitudes and assumptions put
  into Action through

Behavior
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Organizational CultureThe Way We Do Things
Around Here in Order to Succeed

• CONSISTENCY
• STRUCTURE
• DEFINES EFFECTIVENESS
• NORMS FOR JUDGING EFFECTIVENESS
• SETS EXPECTATIONS, PRIORITIES
• USE OF POWER, MANAGEMENT PRACTICES
• RELATIONSHIP PATTERNS

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Reflections of Organizational Culture

• Observed behavioral regularities
• Norms
• Dominant espoused organizational values
• Philosophy
• Rules of the game
• Feeling/climate

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1. Observed Behavioral Regularities

• Seen in the interaction of people
• Language used
• Protocols followed or ignored
• Formal/informal demeanor
• Deference to authority
• Other

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2. Norms

• Evolve in the working groups
• Example Full days work for a full days
  wage.
• Other examples

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Dominant espoused organizational values

• Formalized, embodied value statement
• Example Price Leadership or Product Quality
• Other examples

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4. Philosophy

• Guides organizational policy towards employees
  and/or customers

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5. Rules of the Game

• How to get along in the organization
• Learning the ropes
• The things newcomers must learn to gain
  acceptance or pay their dues
• Examples

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6. Feeling/Climate

• Conveyed by organization in its physical layout
• How organizational members interact with
  customers or outsiders

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Culture

• The shared thinking (beliefs, values,
  expectations) among members of an institution
  which influences shared patterns of behaviors.

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Culture

• These patterns of behavior are brought about
  and/or held in place by other organizational
  components, such as its structure, coordinating
  mechanisms, processes, policies and systems
  (e.g., incentives/rewards leadership/management)
  

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The Definition

• A pattern of basic assumptions (invented,
  discovered or developed by a given group) as that
  group learns to cope with the problems of
  external adaptation and internal integration.
• Edgar Schein
• Organizational Culture, 1986

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Problem of External Adaptation What business
re we in? Why do we exist? Who are our
external customers?
Answer The mission statement, charter,
organizational goal or purpose, operating or
vision statement
Possible basic assumption An interpretation or
way of making sense what you or others might
project onto the answer to the problem of
external adaptation to help categorize values or
better understand its meaning
Possible basic assumption An interpretation or
way of making sense what you or others might
project onto the answer to the problem of
external adaptation to help categorize values or
better understand its meaning
Ways to perceive, think, feel, speak, act Beliefs
about a situation drive feelings, attitudes,
value, actions

If you saw people in the hallway, what would they
be doing, saying? When folks are eating lunch
and stop talking when the boss walks by, what is
it they dont want heard? When folks
are happy/stressed, what do they say and do? How
do they act around internal/external customers?
If you saw people in the hallway, what would they
be doing, saying? When folks are eating lunch
and stop talking when the boss walks by, what is
it they dont want heard? When folks are
happy/stressed, what do they say and do? How do
they act around internal/external customers?
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Problem of External Adaptation MISSION
Post WWII vets demand their fair share
for serving in the military
Possible basic assumption Its only right,
they sacrificed for our country and we owe it to
them.
Possible basic assumption Just what we need,
an entitlement program. Cant they take care of
themselves?
Ways to perceive, think, feel, speak, act
High patient focus Hire the best to provide
excellent care Were making an important
contribution
Low/no patient focus VA is just a jobs
program Good enough for government work
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Problem of External Adaptation
Possible basic assumption
Possible basic assumption
Ways to perceive, think, feel, speak, act

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Problem of Internal Integration Group boundaries
criteria for inclusion/exclusion
Answers Organizational strategy and design
drive the structuremechanistic, organic,
bureaucratic, ad hocracy, professional, matrix,
virtual. Each structure has pros/cons that
leaders must address
Possible basic assumption An interpretation or
way of making sense what you or others might
project onto the problem of internal
integration to help categorize values or better
understand its meaning
Possible basic assumption An interpretation or
way of making sense what you or others might
project onto the problem of internal
integration to help categorize values or better
understand its meaning
Ways to perceive, think, feel, speak, act

If you saw people in the hallway, what would
they be doing, saying? When folks are eating
lunch and stop talking when the boss walks by,
what is it they dont want heard? When folks
are happy/stressed, what do they say and do? How
do they act around internal/external customers?
If you saw people in the hallway, what would
they be doing, saying? When folks are eating
lunch and stop talking when the boss walks by,
what is it they dont want heard? When folks
are happy/stressed, what do they say and do? How
do they act around internal/external customers?
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Problem of Internal Integration Group boundaries
criteria for inclusion/exclusion
To effectively manage the organization well
create a structure with 2 clusters Direct medical
services and administrative support functions
Possible basic assumption Care delivery is
interdependent technical, so we need to
have excellent communication between both sides
of the house.
Possible basic assumption Administrative services
arent seen as important as the clinical areas
Ways to perceive, think, feel, speak, act
Were part of a complex internal
customer-supply chain We need to keep each other
up-to- date with info that impacts care We all
work to serve the patient
If youre not a white-coat youre a
second-class citizen They dont know who really
does the work around here Im not treated
equally theres a double standard
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Problem of Internal Integration
Possible basic assumption
Possible basic assumption
Ways to perceive, think, feel, speak, act
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Types of Cultures

• Market-share dominance Wal-Mart (control)
• State-of-the-art-- Rolex, Nordstrom
  (competence)
• CustomizationSwatch, Neiman Marcus
  (collaboration)
• Enrich customerCelestial Seasonings, Aveda
  (cultivation)

• Operational Excellence
• Product/Service Leadership
• Customer Intimacy
• Cultivation

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Types of Cultures

• Dependable Stamping
• Precision Stamping
• Custom Stamping
• Stamp Out Poverty!

• Operational Excellence
• Competency
• Customer Intimacy
• Cultivation

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POWER
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Leadership is About Power

• Power is not a dirty word
• Power is essential for leadershipgetting work
  done through other people
• Your ability to influence different people to
  convince them to do what you what is a measure of
  your use of power

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Leadership

• Creating a vision
• Developing followership
• Implementing the vision
• Following through
• Achieving results
• Team playing

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Persuasive

• Building commitment by convincing others and
  winning them over to your point of view

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Persuasive Building commitment by convincing
others and winning them over to your point of view

• High persuasive
• Effective advocate
• Get ideas adopted
• Make people want to do things
• Use sales process to clarify, set priorities
  straight

• Low persuasive
• Sincere, candid
• Work speaks for itself
• Mind own business

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Communication

• Clearly articulating what you want and expect
  from others by expressing thoughts and ideas
  clearly and providing a precise and constant flow
  of information to others

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Communication Clearly articulating what you
want and expect from others by expressing
thoughts and ideas clearly and providing a
precise and constant flow of information to
others

• Assets
• Better coordination among units
• Innovation through cross-fertilizing ideas
• Preventing mistakes made due to lack of knowledge
  
• Enhanced performance due to clearer goals

• Liabilities
• Work suffers due to processing information
  overload
• Managers communicate too much because they fail
  to discern what is or is not important to
  communicate
• Difficulty in sorting out priorities

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Cooperation

• Being helpful and willing to defer performance on
  ones own objectives in order to accommodate the
  needs and interests of other colleagues as well
  as the larger organization.

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Cooperation Being helpful and willing to defer
performance on ones own objectives in order to
accommodate the needs and interests of other
colleagues as well as the larger organization

• Assets
• Resistance and political maneuvering decrease
  allowing more energy to focus on task
  accomplishment
• Increased sense of joint accountability
• Essential information communicated quickly

• Liabilities
• May try to maintain harmony at all cost
• Fear of rocking the boat
• Hard questions go unasked
• Innovation may be reduced

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Delegation

• Enlisting talents of others to meet objectives by
  giving important activities, sufficient autonomy
  to exercise own judgment

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Delegation Enlisting talents of others to meet
objectives by giving important activities,
sufficient autonomy to exercise own judgment

• Assets
• Close to the action
• Self-reliant
• Stay in control of tasks

• Liabilities
• Dont use resources effectively
• Dont let others help
• Limit the development of others

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Your Leadership Legacy

• What it is?

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Strategy

• The science of planning and directing large scale
  operations
• Differs from tactics which means skillful
  management for effecting a desired result
  taking action according to a plan

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Strategic

• Taking a long-range, broad approach to problem
  solving and decision-making with a focus on
  objective analysis, thinking ahead, and planning

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Strategic Taking a long-range, broad approach
to problem solving and decision-making with a
focus on objective analysis, thinking ahead, and
planning

• Liabilities
• Leaders may be isolated from business realities
• Quick, tactical responses may be limited because
  they are outside the plan

• Assets
• Taking a future orientation or broader
  perspective on issues
• Analytic thinking and better understanding of
  implications and consequences of actions
• Better resource allocation
• More focus and direction

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Applied Strategic Planning Model
Planning to Plan
Values Audit
ImplementationConsiderations
EnvironmentalScanning
Mission Formulation
Strategic Business Modeling
Performance Audit
Gap Analysis
Contingency Planning
Integrating Functional Plans
Implementation
Source L.D. Goodstein and J. W. Pfeiffer,
Developing Human Resources, 1985, p. 4
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Strategic Planning Model

• Premise Phase
• Vision
• Mission
• Analysis Phase--Environment
• General
• Industry
• Customer
• Internal
• Strategy Development Phase
• Ideal future state, Company goals
• Department goals

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Breaking Down Strategic Planning

• Where are we now?
• Where do we want to go?
• How do we get there?

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Premise Phase Vision

• A statement on the desirable and possible future
  state that a business will strive to attain.
• developed by doing a thorough examination of the
  business you are in and by looking at competition.

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Vision

• Must be communicated
• If buy-in is secured, the vision can become a
  theme that guides business thinking and action

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Elements of Vision-Based Planning

• Business, Task, Financial Issues
• External Relationships
• Internal Relationships

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Vision-Based Planning
1. Vision Statement Written in one to a few
sentences that incorporate all three of the above
elements. (Other elements may be included if the
team wishes.) 2. Success Measures Listed
separately as one sentence each, with at least
one measure for each element. 3. Assessment of
Current State Listed as sentences or bulleted
items (1) what is going well and (2) what needs
improvement. 4. Action Steps Listed as sentences
or bulleted items specifying who will do what and
by when. Necessary resources (materials needed,
people who should be consulted) may also be
recorded.
Source L. Bourget, Positive, Vision-Based
Planning Linking Vision to Action, Consulting,
1995, p. 257
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Mission

• An outline of what the company will do and what
  it will be
• clear word picture of the organization
• addresses some of the questions that a vision
  cannot

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Mission-- Two major values

• Communication both inside and outside the
  organization
• Commitment that management has to the mission
  once it is printed and publicized

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Analysis Phase General Environment

• Managers seek to determine what problems and
  opportunities will likely be created by changes
  in the environment
• Technology
• Political/Legal
• Social
• Economic
• Demographic
• Global

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Tactical

• Emphasizing production of immediate results by
  focusing on short-range, hands on, practical
  strategies

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Tactical Emphasizing production of immediate
results by focusing on short-range, hands on,
practical strategies

• Liabilities
• Insufficient long-range thinking
• Trouble delegating
• Act without thinking
• Lots of activity with no results

• Assets
• Closely involved w/ day-to-day activities
• Opportunistic, move quickly
• Focus on immediate issues
• Able to achieve specific results

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Misaligned vs. Aligned
L E A D E R S H I P
C U L T U R E
S T R A T E G Y
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Moving to a Learning Culture

• Defining cultural elements
• Organizational-environmental relationship is
  organizational dominant
• Focus on those parts of your existing culture
  that you can leverage to build a critical mass
• Stories, heroes and heroines, successes,
  celebrations, myths
• Nature of human activity is proactive
• Give up your attachment to the myth of
  Sisyphusfollow the energy
• Nature of reality and truth is pragmatic
• Deal with the real be in the moment OUTCOMES
  ARE YOUR FRIENDS

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Moving to a Learning Culture

• Defining cultural elements
• Nature of human nature is people are basically
  good and can change
• Theory X is dead! Long live Theory Y! (There
  is something to be said about positive imaging
  and the values that go with it.)
• Nature of human relationships are mid-range
  between the group and the individual as well as
  between authoritative/paternalistic and
  collegial/participative
• Youve got to know when to holdem, know when to
  fold em, know when to walk away and know when to
  run. You never count you money when youre
  sittin at the table theyll be time enough for
  counting when the dealins done.

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Moving to a Learning Culture

• Nature of time is near-future oriented and
  focuses on medium time units
• Think semesters, school year
• Focus on months or quarters
• Information and communication are fully connected
• Need to know vs. nice to know
• Interpreting information putting it in context
• Creating a common language
• Differentiate among fact, opinion, allegations,
  assumptions
• Transferring information to achieve UNDERSTANDING
• Degrees of information richness

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Moving to a Learning Culture

• Sub-cultural uniformity vs. diversity is
  characterized by high diversity
• Get your fishes to swim and your rabbits to hop
• Abandon goose-stepping
• Task vs. relationship orientation is at the
  mid-point between task and relationship
  orientation
• Nose-to-the-grindstone vs. walking on eggshells
• Conflict management
• Outcomes orientation
• Create an environment that promotes getting the
  job done and enjoying the process of working with
  each other

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Moving to a Learning Culture

• Linear vs. systemic field logic reflects
  expansionistic systems thinking

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What is a system?

• A system consists of two or more elements
• Each element as an effect on the whole.
• The way that each element effects the whole
  depends at least on one other element.
• The elements are interdependent.
• The elements of the systems can line up and form
  subgroups in any fashion and these groups will
  have the first two properties.
• No group will have an independent state.

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A Systems Perspective

• A system is a whole that loses its essential
  properties if taken apart and therefore cannot be
  understood through conventional reductionistic
  analysis.

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Conventional Analysis

• Analytic
• Reductionistic
• Assume no environmental influence

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Systems Thinking

• Looking at issue or problem within its
  environmental context
• Expansionistic

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Systems Thinking vs. Analysis

• University
• Educational System
• Community
• State
• Function
• How it behaves

• University
• Colleges
• Departments
• Majors, subjects
• Structure
• How it is organized

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Systems Thinking vs. Analysis

• Your school
• Functionhow it behaves

• Your school
• Grades served
• Number of students
• School year
• Number of classes
• Subjects taught
• Departments
• Teachers
• Structure and organization

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Key QuestionWhat are the behaviors associated
with culture-shaping leadership?

• Traits or descriptors
• Honest
• Truthful

• Behavior
• Uses assertive communication
• Direct, emotionally honest, all involved are
  psychologically intact