03. organizational culture
TRANSCRIPT
THARAKA DIASDirector – My Media Network
MBA(USA), BBA(USA), Dip in Mgt, ACIM(UK), FAEA(Dip in AEA-UK),
FinstSMM(UK), CPM(Asia), MSLIM, PM(Sri-Lanka)
Vision- Culture gap This happen when staff don’t committed to the
vision managers have defined Image- Culture gap
This happens when consumers or customers are unsure or confused about what the corporate brand stands for
Image –Vision gap This happen when misalignment arising from
conflict between the vision and Image stakeholders have of the brand
4
The starting point for developing and sustaining a brand is brand vision
One of the components of powerful vision is the brands values.
These above are leading to organizational culture Understanding of organizational culture there is better
appreciation of the organizational values and its linked to those of the organization
Corporate brands draw heavighly on the corporations name, organizational culture provides a strong indicator about the values that characterized the brand
6AOT - www.tharakadias.com
A clear understood organizational culture provides a basis for differentiating a brand in a customers mind
Brand can be considered as being a cluster of functional and emotional values
Most sustainable way to build brand is through emotional values.
Its not how much customer receive it , rather it is which way customer receive it.
Eg: McDonalds / Piller house Organizational culture act as a glue uniting staff in
desperate location to act in a same manor Strong organizational culture can increase the confidence
level of stakeholders and enhance the overall performance.
7AOT - www.tharakadias.com
Strong organizational culture Motivation Staff Ensures coherent staff behavior Enhance brand consistency Building trust Enhancing brand performance
8
11AOT - www.tharakadias.com
Visible art effects Car park, office layout, manor of dress, the
way people talk, documentation and the firms technology
Values A better understanding of why employees
behave in a unique manner comes through understanding values
Basic assumptions Peoples mental mapping, or schema, which
are the rules they have formed to make sense of their environment and to predict out comes.
Material objectives The logo and organization uses provides clues about its cultures. (Apples uses Apple
as icon) Architecture and office location
An organizations building gives a clue about its culture. (Brandex Seduwa) Language
Language the staff and the cooperation use provides insight about its culture. (British Council/Sri-Lankan)
Dress Style Informal dress code for advertising agencies.
Stories Stories that you create to show their belief in customer service (Apiwenuwen appi for
arm forces) Ceremonies
Ceremonies are celebration of organizational culture. A firms' annual sales conference in an exotic hotel
Styles of behavior There are norms of behavior about which new employees soon become aware. ( Work
time)
12
Whether there is a strongly held ideology of which all employees are aware
Whether there is a good induction program for all new employees
Whether staff feel they belong to something special that gives them an elitist pride
Whether there is ongoing training How effective the job socialization by there peers Whether staff are exposed to the hero stories Whether there is a tight values based screening process
at the recruitment stage
13AOT - www.tharakadias.com
Whether incentives and career advancement criteria are linked to the organization’s aspired culture
Whether there are public celebrations for particularly successful staff
To what extent the office layout reinforces the desired values.
14AOT - www.tharakadias.com
Enhancing subculture Employees adhere to the values of the dominant culture more
notably than in the rest of the organization. (those directly in contact with customers are part of the enhancing sub culture will deliver the brand promise been given to customers more effectively.)
Orthogonal subcultures These are characterized by individuals who are aligned the
dominant culture. But they also accept a separate non conflicting culture. ( those who work for international brands)
Counter Culture In this category of subculture , there exists a cohort of
employees who have some important values that militate against the desired organizational culture. ( Merger, or change of CEO)
16
Audit current culture What someone must do What they can get away with not doing What they must never do
Define desired culture Serving the client comes first Individualism Technical excellence and high professional standards Integrity
Implement change to achieve desired culture Passionate about working with client to deliver exceptional value People flourish and realize their full potential Continuously extends the frontiers of its shared knowledge
18
19AOT - www.tharakadias.com
01. Building commitment amongst leaders to enable them to become effective role models
02. Personal and team development material to help people receive feedback and work on changing their behavior
03. Facilitating internal communications. 04. Guidance on how to carry out the different
activities. 05. An explanation of the values, theoretical
background and details of different parts of the program
Hostede (1980) – was one of the early writers to argue the association between strong cultures – i.e. those that are unified and high performance
in a strong culture the shared values engender greater motivation. As staff feel proud to be associated with the organizations brands.
They are more committed and become loyal employees. The stronger culture provides a basis of a sustainable
competitive advantage
20AOT - www.tharakadias.com
Strength of organizational culture
Fit
with
env
ironm
ent Good
Poor
Week Strong
22AOT - www.tharakadias.com
Performance Cultural fit
analysis
Brand adequatebehavior
Brand inadequateBehavior
Motivation, rewards and
recognition, and compensation
Facilitation (brand objective training and development)
Periodic appraisal for brand behavior
Culture fit
Culture gap
Communicating the brand to the employees in an effective manner
Convincing the employees that the brand is relevant and worth the effort
Successfully linking all the job profiles in the organization, so that the brand essence is delivered to the customer
25
Understanding of the brand promise Encouraging employees desires to want
to deliver the brand promise Stimulate staff to change their behavior to
align with the brand promise Develop staff so they have the skills to
deliver the brand promise
27
Internal Marketing Internal Branding
Perspective To orient and motivate its customer contact employees and supporting service people to work as a team in order to provide customer satisfaction
To develop and reinforce a common value based ethos, typically attached to some form of corporate mission or vision
Scope Only the customer contact employees All the employees in the organization
Employee role
Are used as a tool to deliver the brand They are strategically involved in creating the brand
Employee status
Channel to market Employees live the brand
Focus Narrow just on customer brand experience
Broader range of brand led corporate goals and objectives
Approach Outside in approach as focus on communicating the customer brand promise and the attitude and behaviors expected from employees to deliver on that promise
Inside out value-based approach
28
Brand mantra – tag line Brand vision – future environment, its purpose and value Cultural fit – the employees understand brand identity and
have similar values Internal branding – developing and reinforcing a common
value based ethos, typically attached to some from of corporate vision and mission
Organizational culture – behavior of its employees Strategic brand wheel – Vision / employees and Customer
30
What is organizational culture? How can organizational culture impact on brand?
Discuss the internal branding process Discuss the term cultural fit, why is it
important for the organization and the brand
31