tailieunhanh - Lecture Leadership - Chapter 14: Shaping culture and values

Learning objectives of this chapter include: Understand why shaping culture is a critical function of leadership; recognize the characteristics of an adaptive, as opposed to an unadaptive, culture; understand and apply how leaders shape culture and values through ceremonies, stories, symbols, language, selection and socialization, and daily actions; | Chapter 14 Shaping Culture and Values Chapter Objectives Understand why shaping culture is a critical function of leadership. Recognize the characteristics of an adaptive, as opposed to an unadaptive, culture. Understand and apply how leaders shape culture and values through ceremonies, stories, symbols, language, selection and socialization, and daily actions. Identify the cultural values associated with adaptability, achievement, clan, and bureaucratic cultures and the environmental conditions associated with each. Use the concept of values-based leadership. Culture The set of key values, assumptions, understandings, and norms that is shared by members of an organization and taught to new members as correct Ex. Levels of Corporate Culture Visible Artifacts such as dress, office layout, symbols, slogans, ceremonies Invisible Expressed values, such as “The Penney Idea,” “The HP Way” Underlying assumptions and deep beliefs, such as “people here care about one another like | Chapter 14 Shaping Culture and Values Chapter Objectives Understand why shaping culture is a critical function of leadership. Recognize the characteristics of an adaptive, as opposed to an unadaptive, culture. Understand and apply how leaders shape culture and values through ceremonies, stories, symbols, language, selection and socialization, and daily actions. Identify the cultural values associated with adaptability, achievement, clan, and bureaucratic cultures and the environmental conditions associated with each. Use the concept of values-based leadership. Culture The set of key values, assumptions, understandings, and norms that is shared by members of an organization and taught to new members as correct Ex. Levels of Corporate Culture Visible Artifacts such as dress, office layout, symbols, slogans, ceremonies Invisible Expressed values, such as “The Penney Idea,” “The HP Way” Underlying assumptions and deep beliefs, such as “people here care about one another like a family” Deeper values and shared understandings held by organization members Culture that can be seen at the surface level Culture Strength The degree of agreement among employees about the importance of specific values and ways of doing things Ex. Adaptive Versus Unadaptive Cultures Adaptive Organizational Culture Unadaptive Organizational Culture Visible Behavior Leaders pay close attention to all their constituencies, especially customers, and initiate change when needed to serve their legitimate interests, even if it entails taking some risks Managers tend to behave somewhat insularly, politically, and bureaucratically. As a result, they do not change their strategies quickly to adjust to or take advantage of changes in their business environments Expressed Values Leaders care deeply about customers, stockholders, and employees. They also strongly value people and processes that can create useful change (., leadership initiatives up and down the management .