session 5 culture of respect

8/10/2019 Session 5 Culture of Respect

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Culture of Respect


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Three Levels of Uniqueness in Human Mental

Programming (Hofstede)

2

Culture is the collective programming of the mind that distinguishes members of one

group from those of others.

Universal Inherited

Specific to group Learnt

Specific to individualInherited and learnt


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A pattern of shared basic assumptions that the group learned as it solved its problems of

external adaptation and internal integration, that has worked well enough to be

considered valid and, therefore, to be taught to new members as the correct way toperceive, think, and feel in relation to those problems".

Schein, E. H.(2004). Organizational Culture and Leadership, 3rded. San

Francisco, CA: Jossey-Bass.

Define the Culture


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The Google Culture

Its really the people that make Google the kind of company it is. We hire

people who are smart and determined, and we favor ability over

experience. Although Googlers share common goals and visions for the

company, we hail from all walks of lifeand speak dozens of languages,

reflecting the global audience that we serve. And when not at work,

Googlers pursue interests ranging from cycling to beekeeping, from

frisbee to foxtrot.

We strive to maintain the open culture often associated with startups, in

which everyone is a hands-on contributor and feels comfortable sharing

ideas and opinions. In our weekly all-hands (TGIF) meetingsnot to

mention over email or in the cafeGooglers ask questions directly to

Larry, Sergey and other execs about any number of company issues.

Our offices and cafes are designed to encourage interactions between

Googlers within and across teams, and to spark conversation about

work as well as play.

http://www.google.co.in/about/company/facts/culture/
http://www.google.com/diversityhttp://www.google.com/diversity


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The Google Culture

1. Create a FullEngagement Culture that Defines the Organization and

Drives Performance

Minimal DistractionsSo Employees Can Focus on Performing Their Jobs

All are treated equally: strength of idea not designation or tenure matter.

Its an imperative considering that those hired are best available for that

competence set and do not like taking orders. Managers are perceived as

leaders whose job it is to provide encouragement and support for the

rest of the employees.

The 70-20-10% rule

Punch lines:

Focus on the user and all else will follow.

Its best to do one thing really, really well.

Fast is better than slow. Democracy on the web works.

You dont need to be at your desk to need an answer.

You can make money without doing evil

There is always more information out there

You can be serious without a suit Great is not good enough


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The Google Culture

2. Hire people who mesh with the culture

Look at the SAT scores and GPA no matter what the seniority and age

Phone interviews with someone in a similar role. Last 30-40 minutes.

Next step are onsite interviews which test your core software engineering skillsincluding: coding, algorithm development, data structures, design patterns, analytical. Atleast

four interviewers comprising management and colleagues. New hires, called Nooglers,begin their

time at Google with an alldayorientation. Speakers come from different departments to talk to

the Nooglers. Nooglers are picked up by their mentors and receive a special escort to their work

areas where they are greeted with welcome balloons and a bag of chocolates. The Google Buddy

(technical person) stops by during the week to ensure each new employee is set up with

computers and to assist with any technical questions or concerns.


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The Google Culture

3. Closely held: More voting rights to class B Shares

"Google is not a conventional company. We do not intend to become one .We assumed when founding Google that if things went well, we would likely go public

some day. But we were always open to staying private, and a number of developments

reduced the pressure to change. We soon were generating cash, removing one

important reason why many companies go public. Requirements for public companies

became more significant in the wake of recent corporate scandals and the resulting

passage of the Sarbanes-Oxley Act. We made business progress we were happy with.Our investors were patient and willing to stay with Google. We have been able to meet

our business needs with our current level of cash.

A number of factors weighed on the other side of the debate. Our growth has reduced

some of the advantages of private ownership. By law, certain private companies must

report as if they were public companies. The deadline imposed by this requirementaccelerated our decision. As a smaller private company, Google kept business

information closely held, and we believe this helped us against competitors. But, as we

grow larger, information becomes more widely known. As a public company, we will of

course provide you with all information required by law, and we will also do our best to

explain our actions. But we will not unnecessarily disclose all of our strengths,

strategies and intentions. We have transferred significant ownership of Google toemployees in return for their efforts in building the business


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Labour Related Initiatives/Reforms Introduced by Tata

Group (in year)

Enforced by

Law (in year)

Labour Act

Eight hour working day 1912 1948 Factories Act

Free medical aid 1915 1948 Employees State Insurance Act

Establishment of welfare departments 1917 1948 Factories Act

Schooling facilities for children 1917

Formation of Works Committee 1919 1947 Industrial Disputes Act

Leave with pay 1920 1948 Factories Act

Workers provident fund scheme 1920 1952 Employees State Insurance Act

Workmens accident compensation scheme 1920 1924 Workmens Compensation Act

Technical institute for training of apprentices,

craftsmen and engineering graduates

1921 1961 Apprentices Act

Maternity benefits 1928 1946 Bihar Maternity Benefit Act

Profit-sharing 1934 1965 Bonus Act

Retiring gratuity 1937 1972 Payment of Gratuity Act

The Tata Culture


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Founding and Early Growth (tends to be a positive growth force)

Incremental change through general and specific evolution

Insight

Promotion of hybrids (insiders with varying degrees of different assumptions)

within the culture

Transition to Midlife (culture becomes diverse with formed subculturestake

advantage of the diversity)

Founder to second-generation chief executive officer

Systematic promotion from selected subcultures

Inclusion of outsiders (change composition of dominant groups)

Maturity and Potential Decline (becomes dysfunctional)

Scandal and explosion of myths

Turnarounds

Mergers and Acquisitions

Destruction and Rebirth

Changing the Culture


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Disconfirmation/Unfreezing (Wake-up call)

Discomforting data (economic, political, social or personal) that show

the organization that some goals are not being metcreate

disequilibrium

Create survival anxiety or guilt

Create psychological safety-must unlearn something as well as feelsafe in learning something new (and feel that it is achievable)

Need a compelling positive vision, formal training, involvement of the

learner, informal training of groups and teams, practice, positive role

models, support groups, reward and discipline system

Cognitive Restructuring

Learn new concepts and new meanings for old concepts (jobfunctions, rewards, standards, etc)

Provide role models and training OR develop own solutions

Refreezing

Produce confirming data to stabilize new beliefs and values

Changing the Culture


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Role Achievement

Power Support

High Formalization

Low Formalization

Lo

wCentralization

HighC

entralization


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Type of Culture

Power culture: is an organisational culture type that is based on inequality of

access to resources.

Advantages:

Unifies individual effort behind the vision of the leader.

Can move quickly in the market and make rapid internal changes.

Leverages the knowledge, wisdom and talent of the leader.

Can provide direction and certainty Reduce conflict and confusion in times of emergency

Disadvantages:

People give the boss's wishes the highest priority, even when it interferes

with important work. People with power break rules with impunity and take special privileges.

Information is a source of personal power and is restricted to friends

and allies.

People are promoted by being loyal to those in power even whenthey are

not especially comp


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Type of Culture

Role culture: is an organisational culture type that substitutes a system of

structures and procedures for the naked power of the leader. This type of

culture focuses mainly on job description and specialisation.Advantages:

Well-designed structures and systems make room for efficient operations

and reduce the time for learning jobs.

Clear lines of authority and responsibility reduce conflict, turf battles,

confusion and indecision. Clear, fair rules and guidelines protect individuals from exploitation and

abusive use of power.

Structure, routine and predictability provide security and reduce stress.

Disadvantages:

People follow the rules even when these rules get in the way of doing the

work.

It is considered a sin to exceed one's authority or deviate from accepted

procedures.

Jobs are so tightly defined that there is little room to contribute one's

unique talents and abilities.


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Type of Culture

Achievement Culture: the aligned culture which lines people up behind a

common vision or purpose.

Advantages: Unity of efforts toward mutually valued goals.

Reduced need for controls on individuals.

High internal motivation.

Maximum utilization of members' talents.

High self-esteem for organisational members. Rapid learning and problem solving.

Rapid adaptation to change

Disadvantages:

People believe so much in what they are doing that the end comes to justify

the means.

People become intolerant of personal needs, and they sacrifice family,

social life and health for work.

The group only cooperates internally, which others see as arrogant and

competitive.

Because dissent and criticism are stifled, the group has difficulty correcting

its own errors


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Type of Culture

Support Culture: organisational climate that is based on mutual trust

between the individual and the organisation. Often referred to as a person-

oriented culture.Advantages:

Good internal communication and integration.

High levels of commitment to decision.

High levels of cooperative, effective group work. High trust between

individuals and the organisation. Good balance for achievement

Disadvantages:

People may focus on relationships and neglect the work.

Out of kindness difficult personnel decisions may be avoided.

When consensus cannot be reached the group may become indecisive and

lose direction.

Changes may take a long time because of the need to get everyone on

board

People are rewarded in the same way although they might not have

contributed in the same way. This could create frustrations.


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The Three-Part High-Engagement Culture Imperative

Most of the top drivers of engagement* rely on a high-engagement culture, which can be

characterized by connection, contribution, and credibility

Top Drivers of Engagement* Relating to High-Engagement Cultures

Understanding of the connection

between work and [Organizations]

strategy

Manager clearly articulates

[Organizations] goals

Manager identifies and

articulates a long-term vision for

the future

Connection

Understanding ones job importance

to [Organization] success

Manager clearly explains jobimportance at onboarding

Manager demonstrates strong

commitment to diversity

Manager sets realistic performance

expectations

Manager puts the right people in the

right roles at the right time at

[Organization]

Manager accurately evaluates

employee potential

Manager respects employees asindividuals

Manager encourages employee

development

Importance of projects at

[Organization] to employees personal

development

Manager provides job freedom

Contribution

Manager demonstrates honesty

and integrity

[Organization] has reputation ofintegrity

Manager accepts responsibility for

successes and failures

Manager has a good reputation

within [Organization]

Manager defends direct reports

Manager inspires others

Manager places employee

interests first

Manager appropriately handles

crisesManager trusts employees to do

their jobs

Manager lets upper management

know of employee effectiveness

Credibility

Designing an Effective Engagement Strategy, 2005 Corporate Executive Board

session 5 culture of respect

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