1. Dr Tim Baker
www.winnersatwork.com.au

2. Unit 1—Enhancing Your Personal
Influence at the Executive Level
Unit 2—Strategically Managing
Performance
Unit 3—Creating Thinking Space
and Managing Time
Unit 4—Options for
Organisational Structuring
Unit 5—Negotiation and Conflict
Management
Unit 6—Driving Positive Culture
Change

3. Unit 4—Options for Organisational Structuring
Unit 6—Driving Positive Culture Change

4. Your homework
Practice using all five
conflict & negotiation
styles

5. What is
culture &
how can it be
measured?
The concept
of the
ambidextrous
organisation
The 8 core
values
Emotional
stages of
change
Where to
start?
Leaders are the custodians of culture. In this session, we look at the eight core values of an enterprising culture and the four emotional stages of
change. Applying this concepts to your organisational culture can give you a strategic framework for building a better culture for performance.

6. Organisational Culture Defined
The basic pattern of shared assumptions, values and
beliefs considered to be the correct way of thinking about
and acting on problems and opportunities facing the
organisation.

7. Elements of Organisational Culture

8. What is
the
purpose
of culture?
Serves as a
sense-
making and
control
mechanism
Defines the
boundary
Sense of
identity
Commitment
beyond self-
interest
Stability

9. Exercise …
 If you had to describe your workplace as
a colour, what colour would it be and
why?
 If you had to describe your workplace as
an animal, what animal would it be and
why?
 If you had to describe your workplace as
a motor vehicle, what vehicle would it be
and why?

10. Key Dimensions of Organizational Culture
1. Individual initiatives – the degree of responsibility, freedom, & independence that
individuals have
2. Risk tolerance – the degree to which employees are encouraged to be aggressive,
innovative, & risk-taking
3. Direction – the degree to which the organisation creates clear objectives performance
expectations
4. Integration – the degree to which units within the organisation are encouraged to operate
in a coordinated manner
5. Management contact – the degree to which managers provide clear communication,
assistance & support to their subordinates
6. Control – the degree of rules & regulations & the amount od direct supervision that are used
to oversee & control employee behaviour
7. Identity – the degree to which members identify with the organisation as a whole rather
than with their particular work group or field of professional expertise
8. Reward system – the degree to which reward allocations are based on employee
performance criteria
9. Conflict tolerance – the degree to which employees are encouraged to air conflicts &
criticisms openly
10. Communication patterns – the degree to which organisational communications are
restricted to the formal line hierarchy of command
(Robbins & Barnwell, 1989)

11. Ambidextrous Organization

13. New psychological contract (Baker, 2016)
Management belief Shared value Management expectation of employees Employee expectation of management
Flexible deployment improves agile
performance
Flexible deployment  Willingness to work in a variety of
roles & settings
 Offer opportunities to work in a
variety of role & settings
An external focus produces good
outcomes
Customer- focus  Serve the customer before your
manager
 Provide support & incentives to focus
externally
The role description helps the employee
understand their organizational role
Performance-focus  Perform job & non-job roles  Provide support to focus on
performing job & non-job roles
A business is best organized around
functions & projects
Project-based work  Willingness to contribute cross-
functionally as well as functionally
 Provide opportunity to use skills &
gain experience working in project
teams
An engaged employee is a productive
employee
Human spirit & work  Valuing work that is meaningful  Provide work (wherever possible)
that is meaningful
A committed employee is an asset to the
business
Commitment  Commit to achieving the business
goals
 Commit to assisting employees to
achieve their personal & career
objectives
A multidimensional approach to learning
& development is a pathway to higher
performance
Learning & development  Commit to lifelong learning &
development
 Support for technical and non-
technical growth & development
Enterprising behavior comes from open
channels of communication
Open information  Willingness to show enterprise &
initiative in the right circumstances
 Providing access to a wide range of
information

14. Corporate Culture Change Cycle
1.
Define
workplace
sample
2. Administer
survey
3.
Analyse results
4.
Form project
team
5. Develop
team
6. Develop
strategies
7. Implement
strategies
8.
Monitor
progress

15. Your homework
Use the templates here
to plan your next
change