Slide đại cương về lãnh đạo trong tổ chức chapter 9 leadership of culture, diversity, and the learning organization

LEADERSHIP: ng c om Theory, Application, Skill Development co 2d Edition ng th an Robert N Lussier and Christopher F Achua du o This presentation edited and enhanced by: cu u George W Crawford Asst Prof of Mgmt Clayton College & State University Morrow, GA 30260 georgecrawford@mail.clayton.edu 12-1 Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt co ng c om Chapter 12 cu u du o ng th an Leadership of Culture, Diversity, and the Learning Organization 12-2 Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt Chapter 12 Learning Outcomes cu u du o ng th an co ng c om • The power of culture • Distinguish between a weak and strong culture • Low and high performance cultures • Symbolic and substantive leadership actions • The four cultural value types • Framework for understanding global cultural value differences • Primary reasons for embracing diversity • Leader’s role in creating a diverse culture • Leader’s role in creating learning organization 12-3 Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Organizational Culture cu u du o ng th an co ng • Great culture is the common denominator among great companies • High-performance companies have highperformance cultures 12-4 Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt Culture cu u du o ng th an co ng c om The set of key values, assumptions, understandings, and ways of thinking that is shared by members of an organization and taught to new members 12-5 Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt CULTURE ng th an co ng c om • Each organization has unique culture • Based on the values & principles displayed by leaders • Has its own stories & myths • Determines how to responds to threats & opportunities u du o – In both the external & internal environment cu • Deeply rooted – Core essence of organization – Often first expounded by founder 12-6 Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt CULTURE & STRATEGY ng c om • Must match • Energized members to their jobs • When out of sync co – Reduces efficiency & effectiveness th an • When culture is well matched to strategy cu u du o ng – Can lead to successful organization – Creates internal unity – Helps organization to adapt to external environment – Creates strong member identification with the organization 12-7 Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt CULTURE c om • Weak: Little agreement on values cu u du o ng th an co ng & norms of member behavior • Strong: Clear, explicit set of principles & values – Used to conduct business – Mgmt communicates values & principles, continuously – Shared throughout organization – Does not significantly change when new leader is chosen 12-8 Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt FACTORS FOR STRONG CULTURE an co ng • Customers’ needs • Strategic requirement • Competitive environment c om • Strong founder or leader develops principles, practices, & behavior for: th • Total organizational commitment ng – To operating under these values u Employees Customers Shareholder Other stakeholders cu – – – – du o • Unwavering commitment from: 12-9 Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt ng co an th cu u du o ng • Insular thinking • Resistance to change • Politicized internal environment • Unhealthy promotion practices c om Characteristics of LowPerformance Cultures 12-10 Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt ng du o Bias-Free Environment Diverse Leadership Structure Strong Identity with Organization cu u Low Levels of Conflict th an co ng c om Culture of Diversity Strong Support Network for Women and Minorities 12-30 Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt LEARNING ORGANIZATIONS cu u du o ng th an co ng c om • Skilled at creating, acquiring, and transferring knowledge • Modify behavior to reflect new knowledge and insight • Value experimentation, initiative, innovation, flexibility 12-31 Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om LEARNING ORGANIZATIONS cu u du o ng th an co ng • Strong top-mgmt support • Provide resources to foster learning at all levels • Emphasis on both long-and shortterm performance • Little fear of failure 12-32 Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt Learning Organization Characteristics cu u du o ng th an co ng c om • Learning embedded in culture • Visible & strong management support • Mechanisms & structures to nurture ideas • Knowledge & information is disseminated • Resource are committed in fostering learning 12-33 Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt Learning Organization Characteristics cu u du o ng th an co ng c om • Employees empowered to resolve problems • Equal emphasis on short- and long-term performance • Deep desire throughout to develop, define, and adapt • People are not afraid to fail 12-34 Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt The Traditional vs The Learning Organization cu u du o ng co ng c om Learning •Changing environment •Flat structure •Collaborative strategy •Decentralized decision making •Loose, flexible, and adaptive roles •Adaptive culture •Continuous improvement •Encourages change •Open exchanges without filters an th Traditional •Stable environment •Vertical structure •Top-down strategy •Centralized decision making •Rigidly defined and specialized tasks •Rigid culture not responsive to change •Formal systems of communication 12-35 Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om LEADERS OF LEARNING ORGANIZATIONS cu u du o ng th an co ng • Encourage creative thinking • Create climate to encourage experimentation • Provide incentives for learning & innovation • Encourage systems thinking • Create culture for team & individual learning 12-36 Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om LEADERS OF LEARNING ORGANIZATIONS cu u du o ng th an co ng • Have system to channel & nurture creative ideas & innovation • Create shared vision for learning • Broaden employees’ frames of reference • Create environment that allows learning from mistakes 12-37 Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt ng co an th cu u du o ng What are similarities and differences between the cooperative culture and the adaptive culture? c om Discussion Question #1 12-38 Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Discussion Question #2 cu u du o ng th an co ng How does a code of ethics help enforce ethical behavior in an organization? 12-39 Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Discussion Question #3 cu u du o ng th an co ng How would individualism as a value dimension among followers affect their interaction and relationship with other coworkers who display collectivism? 12-40 Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Discussion Question #4 cu u du o ng th an co ng What potential problems could develop in a case where a leader has a scarce time orientation but his followers have an abundant time orientation? 12-41 Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt ng co an cu u du o ng th Why has the “melting pot” mentality of multiculturalism been replaced with the “salad bowl”mentality? c om Discussion Question #5 12-42 Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Discussion Question #6 cu u du o ng th an co ng What are the major obstacles often encountered in trying to achieve diversity? 12-43 Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt ng co cu u du o ng th an What are the leading characteristics of learning organizations? c om Discussion Question #7 12-44 Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt ...co ng c om Chapter 12 cu u du o ng th an Leadership of Culture, Diversity, and the Learning Organization 12-2 Copyright ©2004 by South-Western,a division of Thomson Learning All rights... Chandler, C Keller and D W Lyon, “Unraveling the Determinants and Consequences of an Innovative-Supportive Organizational Culture,? ?? Entrepreneurship Theory and Practices 25, (Fall 2000): 59- 76;... Culture cu u du o ng th an co ng c om The set of key values, assumptions, understandings, and ways of thinking that is shared by members of an organization and taught to new members 12-5 Copyright