VIEWS OF EXELLENCE

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LESSON 4.A
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ORGANIZATIONAL CULTURE VIEWS OF EXCELENCE

• DR. MARIO A. FETALVER, JR.

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VIEWS OF EXCELLENCE

• Bias Toward Action
• A preference for doing something anything
  rather than sending an idea through endless
  cycles of analyses and committee reports

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VIEWS OF EXELLENCE

• Close to the Customer
• Learning customer preferences and catering to
  them.

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VIEWS OF EXELLENCE

• Autonomy and Entrepreneurship
• Breaking the corporation into small companies and
  encouraging them to think independently and
  competitively.

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VIEWS OF EXELLENCE

• Productivity through People
• Creating in all the employees the awareness that
  their best efforts are essential and that they
  will share the rewards of the companys success.

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VIEWS OF EXELLENCE

• Hands On, Value Driven
• Insisting that the executives keep in touch with
  the firms essential business and promote strong
  corporate culture.
• Win/Win

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VIEWS OF EXELLENCE

• Sticking to the Knitting
• Remaining with the business, the company knows
  best.

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VIEWS OF EXELLENCE

• Simple Form, Lean Staff
• Few administrative layers, few people at the
  upper level.

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VIEWS OF EXELLENCE

• Simultaneous Loose-tight Properties
• Fostering climate in which there is dedication to
  the central values of the company combined with
  the tolerance for innovation for all employees.

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Warren Bennis and Burt Nanus found that many
organizations are overmanned and underlet.They
ascertain that leader should be concerned with
the organizations basic purpose and general
directions.
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Time should be spent doing the right
thing-------------------------------------------
-----

• Creating new ideas
• Creating new policies
• Creating new Methodologies

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THEORY Z

• An extension of McGregor theory of Y concepts.
• Y formulation is an attempt to distinguish
  between the personal leadership styles of an
  individual supervisor.

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THEORY Z

• An extension of McGregor theory of Y concepts.
• Whereas, Theory Z is concerned with the culture
  of the whole organization not with the attitudes
  and behavior rather than in the difference the
  way the whole organization is put together and
  managed.
• MANONG DEMING

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Theory Z involves

• Long term employment
• Consensual decision making
• Individual responsibility
• Slow evaluation and promotion
• An informal control system with explicit measures
  of performance
• Moderately specialized paths
• Extensive commitment to all aspects of employees
  life including family.

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What?
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-exists among people who understands that their
objectives are compatible in the long run. -if
you dont understand the language, technology and
their problems then you cant possibly trust
them. -development of intimate professional
relationship between students and students,
teacher and teacher, administrators
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-school administrators must spend adequate time
to discuss with students, parents, teachers, and
community the objectives of the school and how
the schools are run.
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quality circles -consist of small groups of
employees who meet regularly to discuss the way
they do their jobs and recommend changes. This
requires a period of training to increase
participation, consensus in decision, and share
control. Training is directed toward -getting to
know the organization (its objectives, problems,
and overall resources)
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social health William Ouchi-high quality
education leads to educated work force, thereby
increasing economic capital in the improved
country.
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Some key person must remember who has gone the
extra mile, who is committed, and who has put in
extra time, this person should ensure that those
efforts are recognized and rewarded.
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OUCHI---there is only one form of
interest!---self-interest (to satisfy their
self interest) LEADERSHIP Leadership is the art
of getting someone else to do something you want
done because he wants to do it. Dwight D.
Eisenhower When the leader is right and the time
is right, people are always accounted to
follow---to the end and at all costs.--- Harold
J. Seymour
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What?
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END