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    The Leader's Guide To Corporate Culture: Boris Groysberg Yo-Jud Cheng Jesse Price Jeremiah Lee

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    Syed Abu Huraira
    The document discusses corporate culture and its importance for organizational success. It defines corporate culture as reflecting management styles and the working environment set by leadership. The document outlines eight types of organizational cultures including purpose, caring, order, safety, authority, results, enjoyment, and learning. It emphasizes that culture must be aligned with strategy and leadership to drive positive outcomes, and selecting future leaders requires a forward-looking strategy and culture. A strong misaligned culture can be a liability when the environment changes.

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    The Leader's Guide To Corporate Culture: Boris Groysberg Yo-Jud Cheng Jesse Price Jeremiah Lee

    Uploaded by

    Syed Abu Huraira
    149 views13 pages
    The document discusses corporate culture and its importance for organizational success. It defines corporate culture as reflecting management styles and the working environment set by leadership. The document outlines eight types of organizational cultures including purpose, caring, order, safety, authority, results, enjoyment, and learning. It emphasizes that culture must be aligned with strategy and leadership to drive positive outcomes, and selecting future leaders requires a forward-looking strategy and culture. A strong misaligned culture can be a liability when the environment changes.

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    The document discusses corporate culture and its importance for organizational success. It defines corporate culture as reflecting management styles and the working environment set by leadership. The document outlines eight types of organizational cultures including purpose, caring, order, safety, authority, results, enjoyment, and learning. It emphasizes that culture must be aligned with strategy and leadership to drive positive outcomes, and selecting future leaders requires a forward-looking strategy and culture. A strong misaligned culture can be a liability when the environment changes.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    149 views13 pages

    The Leader's Guide To Corporate Culture: Boris Groysberg Yo-Jud Cheng Jesse Price Jeremiah Lee

    Uploaded by

    Syed Abu Huraira
    The document discusses corporate culture and its importance for organizational success. It defines corporate culture as reflecting management styles and the working environment set by leadership. The document outlines eight types of organizational cultures including purpose, caring, order, safety, authority, results, enjoyment, and learning. It emphasizes that culture must be aligned with strategy and leadership to drive positive outcomes, and selecting future leaders requires a forward-looking strategy and culture. A strong misaligned culture can be a liability when the environment changes.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 13

    The Leader’s Guide to

    Corporate Culture

    Boris Groysberg Jesse Price Jeremiah Lee


    Yo-Jud Cheng

    BY : Syed Abu Huraira, Zahid Aziz, Danish Ahmad, Ubaid Ur Rahman
    TO : Rajnish Chander
    Introduction

    Leader
    Leader is someone who can influence others to
    achieve organizational goal and has a managerial authority .
    Culture
    Social environment in which we are living . It’s a complex all things
    around us languages, cloths ,laws ,customs, religious beliefs, and traditions .

    Corporate culture
    A company culture usually reflects the management
    styles and preference of CEO who typically set the tone for working
    environment .
    Corporate Culture is shaped by
    How people dress, act , conduction of work ,interaction with supervisors
    and across departments and public , finally How get the Business done .
    The Leader’s Guide to Corporate Culture

    STRATEGY AND CULTURE ARE AMONG the primary levers at top


    leaders’ approval in their never-ending quest to maintain
    organizational possibility and Effectiveness . And those two
    levers are Strategy and Culture .
    Strategy ::
    Strategy offers a formal logic for the company’s goals and
    orients people around them. Strategy provides clarity and
    focus for collective action and management.
     Culture ::

    Culture expresses goals through values and beliefs and guides


    activity through shared assumptions and group norms. in
    culture includes unspoken behaviors, mindsets, and social
    patterns however its so worm lever than strategy
    1. Shared culture
    Shared culture is culture that emerges with the shared
    experience of durable groups
    Examples:
    food, shelter, work, care giving, knowledge, well-being,
    resources, mobility, leisure, and services
     

    2. Pervasive Culture ::
     Pervasive refers to the corporate culture that becomes
    the second nature of the workforce, leading employees
    to maintain a positive or a negative attitude with
    an impact on their performance.
    Examples:
    The medication had a pervasive effect on the
    patient's health
    3) Enduring Culture
    Culture can direct the thoughts and actions of group
    members over the long term
    Example :
    Religion, Arts,language,economy,society
    ,customs, geography,politics

    4) Implicit Culture
    The concept of implicit culture refers to the psychological
    dispositions, perceptions, and motivations which are shared by people
    with similar backgrounds and experiences and which lend organization
    and direction to overt behavior.
    Example:
    deals with attitudes and beliefs, not tangible things like l
    language, dress, and food. The view toward power is an example of
    implicit culture
    The 8 Types of Organizational Cultures
    1) Purpose
    2) Caring
    3) Order
    4) Safety
    5) Authority
    6) Results
    7) Enjoyment
    8) Learning
    Integrated culture: The framework
    1.Purpose Organizational or Company Culture
    Employees united by: Driving sustainability and global
    communities
    Employees are generally: Compassionate and open-minded
    Leaders emphasize: Shared ideals, greater cause
    Good for: People looking for an organization that values
    making a impact on the world over individual achievement
    Example: Whole Foods

    2.Caring Organizational Culture


    Employees united by: Loyalty
    Employees are generally: Collaborative, welcoming
    Leaders emphasize: Sincerity, teamwork, good relationships
    Good for: Those motivated to perform well as a result of
    positive working relationships
    3. Order Organizational or Corporate Culture
    Employees united by: Cooperation
    Employees are generally: Methodical, rule-following
    Leaders emphasize: Shared procedures, customs
    Good for: People who are most comfortable in
    unambiguous, structured environments
    Example: SEC
    4. Safety Organizational Culture
    Employees united by: The need to feel protected and the
    ability to anticipate organizational changes
    Employees are generally: Risk-conscious, conscientious
    Leaders emphasize: Advance planning, pragmatic
    Good for: Employees who like to feel included in
    organizational changes and who prefer careful planning
    Example: Lloyd’s of London
    5. Authority Company or Organizational Culture
    Employees united by: Strong control
    Employees are generally: Competitive, looking to get ahead
    Leaders emphasize: Confidence, dominance
    Good for: People who are motivated by gaining personal
    advantage more than organizational success
    Example: Huawei
     
    6. Results Organizational Culture
    Employees united by: Success
    Employees are generally: Outcome-oriented, merit-based
    Leaders emphasize: Goal accomplishment
    Good for: Employees who perform their best when executing
    against set goals and driving towards a winning result
    Example: GSK
    7. Enjoyment Organizational or Company Culture
    Employees united by: Playfulness and stimulation
    Employees are generally: Lighthearted, in search of work that
    makes them happy
    Leaders emphasize: Spontaneity, a sense of humor
    Good for: Fun-loving people who look for a sense of excitement in
    their day-to-day
    Example: Zappos
     
    8. Learning Organizational Culture
    Employees united by: Curiosity
    Employees are generally: Inventive, creative, always looking to
    explore alternatives
    Leaders emphasize: Innovation, knowledge, adventure
    Good for: Those who value learning over other things that might be
    attained through work, such as stability or personal achievement
    Example: Tesla
    The Link Between Culture and Outcomes
    when you are evaluating how culture affects
    outcomes, the context in which the organization
    operates—geographic region, industry, strategy,
    leadership, and company structure
    ◦ When aligned with strategy and leadership, a strong culture
    drives positive organizational outcomes
    ◦ Selecting or developing leaders for the future requires
    a forward-looking strategy and culture
    ◦ In a merger, designing a new culture on the basis
    of complementary strengths can speed up integration and
    create more value over time
    ◦ In a dynamic, uncertain environment, in which
    organizations
    must be more agile, learning gains importance
    ◦ A strong culture can be a significant liability when it is
    misaligned with strategy

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