Online Leaders Club Session: Topic - Culture by Shri V. P. Mashroo

unnatichandresh: Today's Topic: Culture
Host: Leader V P Mashroo
unnatichandresh: Till Leader VP join us I have something interesting to share in context of Business Culture
leaderraju: Good to have
unnatichandresh: I found that there are several business culture styles
leaderraju: Excellent
unnatichandresh: here is one example
unnatichandresh: Interpersonal Interaction Model
unnatichandresh: • Power Culture: Strong leaders are needed to distribute resources. Leaders are firm, but fair and generous to loyal followers. If badly managed there is rule by fear, abuse of power for personal gain, and political intrigue.
• Achievement culture: Rewards results, not unproductive efforts. Work teams are self-directed. Rules and structure serve the system, not an end by themselves. A possible downside is sustaining energy and enthusiasm over time.
• Support Culture: Employee is valued as a person, as well as a worker. Employee harmony is important. Weakness is a possible internal commitment without an external task focus.
• Role Culture: Rule of law with clear responsibility and reward system. Provides stability, justice, and efficiency. Weakness is impersonal operating procedures and a stifling of creativity and innovation.
unnatichandresh: Any reflection on this model?
unnatineeru: just my thought - what is our culture at UNNATi?
leaderraju: i more on support culture
unnatineeru: i think we have Achievement culture
leaderraju: but i am coming up with new culture is Achievement Culture, so i am working on the same.
unnatichandresh: Risk & Feedback Model
• Macho, Tough-guy Culture: High risks, quick feedback of results. (Advertising, entertainment)
• Work-hard & Play-hard Culture: Few risks, quick feedback. (Sales driven)
• Bet-the-Company Culture: High risk, slow feedback. (Aerospace)
• Process Culture: Little to no feedback. Concentration is on "how" work is done. (Highly regulated, government)
unnatichandresh: your reflection?
leaderraju: it's really interesting that this kind of models are there
unnatineeru: cannot understand it very well
unnatineeru: risk as mentioned is to whom?
unnatichandresh: in this context risk is to the business owner
unnatichandresh: The other model is Understanding Culture
unnatineeru: okay
unnatichandresh: This is based on following questions:
1. Who sets the style and pace?What kind of Role Model are they?"Do as we do" or "Do as we say?"
2. What behavior is rewarded, condemned or ignored?Is feedback constant, intermittent, at job completion, or never?Are improper or unethical practices condoned through silence?
3. What information is shared? (needed vs. desired information)Is upward information flow constrained? (Do you really know?)
4. How is superior performance encouraged?What type of performance appraisal system is used?How are the best qualified people recruited?Is training and development offered to everyone?
5. Are values backed up by time and money? unnatichandresh: 6. What is the relative importance of- bottom line results?- saving face?- power building?
unnatineeru: i think these things are very important at the top leadership level - unnatineeru: Concious thought has to be given to things which are happening and being done unconciously.
unnatineeru: i believe that one can begin by identifying the culture at present and also the culture one wants to be striving to achievev in ones organistaionnbibfgunnatineeru: organisation
unnatineeru: then the culture change can begin as a gradual process through constant Human Resource intervention.
unnatichandresh: Welcome Leader VP
unnatichandresh: We all were waiting for you, glad to see you here
leaderraju: Welcome from Raju
leadervp: Welcome to all of you in the club and the subject Culture
unnatichandresh: Thanks Leader VP
unnatichandresh: You share your ideas and thoughts about culture and then we can discuss
leadervp: OK
leadervp: The culture is about value and belief of all people, affecting what they think and what they do. Culture is about what we really value,we really demonstrate and what we do rather than what we say.leadervp: Culture is demonstrated in three different patterns: [1] Behaviour; [2] Symbols, and [3] Systems. These all three are part of values
unnatineeru: could you please elaborate on symbols
leaderraju: it's really good to Know.....
unnatineeru: very true
leadervp: The symbols are events, which we genrally observes in and all around. It is artifects and decisions to which people attribute and give meaning. For example, the Notice Board, Open Door Policy, Aesthetic View of Home, Office, Factory and Cities.
unnatineeru: okay - makes sense
unnatineeru: the culture of the temple is also formed by armosphere there - that is what you mean by symbols
leadervp: The Systems are how the mechanisms works, either in home, society, school, college, institution or the organisation and observation how activities, tasks and people are managed through the system.
leadervp: So when we think of culture, we must think of all the three at a timeleaderraju: yes it's very true and now we see what we have.....
unnatineeru: powerful thoughts and sharing
leadervp: Neeru, yes, you are right. Temple is also part of culture. The cleanliness , the rituals followed by pujari and devotees, the concentration in the god through meditation and way of worship people apply shows the culture.
leadervp: Any questions ?
unnatichandresh: Can you explain Behaviour?
leadervp: Behaviour is an external part which we all see through our eyes. Behaviors is what appears before us in terms of our walking, talking, expressing, uniform etc. The attitude is the perception, belief, mindset, thinking etc.
leaderraju: How do we know more about systeam which is correct or Wrong.... sometime we don't know what we are doing is right or what? what is parameter for the sameunnatineeru: behaviour means also how we are percieved - please comment
leadervp: Now there are right behavior and worong behavior which you can immediately judge and justify the way you feel. However attitude is hidden. Ultimately the behaviou is the outcome. When we analyze behavior, we can unfold it terms of perception, moto, purpose, mindset, values, rules, context, perception, status, ego, autocracy, habits, conditioning, relationship, attitude, etc. etc.
leadervp: We can split behavior into two patterns. Enriching Behavior and Selfish Behavior.
leadervp: Enriching behavior is the leader's behavior. It benefits the whole. It is higher level attitude. It's a part of transformational change.
unnatineeru: can you plese share an example of enriching behaviour
leadervp: The Selfish Behavior is very short term and do not play to a greater good and it is confined, I, Me and Ours. It should be avoided. Did you get my points.
leadervp: The enriching behavior is discipline, relationship, motivation, quality, performance, doing what we say, developing other people, care, innovation, focus on developing others, spending time and money for others, being truthful and useful to others.
leaderraju: Excellent, i am sured if we by heart follow then definetely works miracle
unnatineeru: makes sense
leadervp: The example of selfish behavior is self centered in terms of money, profit, status, avoiding conflict, retaining power, possession, prestige, appearing good rather than trying to be good, I am always right sorts of attitude.
unnatichandresh: Welcome Shyam Taneja
leadervp: I welcome to Taneja saheb
unnatishyam: Thanks Leader Mashrooji.
unnatishyam: I had lot of urgent work but something pulled me to the chatbox. I know who is that now
unnatichandresh: Leader VP can you share something on business culture... how do we integrate positive culture into business?
leadervp: OK. I will share with you. We need to first assess which culture prevails in the organization. Is it Enriching Culture or Selfish Culture. Whether it Power Culture, Role Culture, People Culture or Value Driven Culture. Based on this assessment, we will have some idea about what culture is to be discouraged and which needs Encouragement.
leadervp: Culture Decides and pervades through TOP Boss, Manager, Leader or CEO. He can think which culture will lead the people, resourses and performance top. It will decide where, when, how and how fast which Culture will take company fast.
unnatichandresh: How do we know which is an ideal culture for business organizations? Power Culture, Role Culture, People Culture or Value Driven Culture?
leadervp: There are three types of Companies: (a) Growing Companies, (b) Sustaining Companies and (3) Unsuccessful Companies. The Growing Companies can grow further if they place high importance on culture of Zero Defect, Customer Focus, People Come First, Team Culture, Culture of Innovation and Creativity and Culture of "We Will, We Can" sort of winning mindset culture. The sustaining companies can think of looking for growth culture and the failure companies can introspect about demotivating behaviour of top people and change the mindset of centric values.
leadervp: Power Culture can be visualized by assessing whether only one or two people are exercizing the monetory and resource power within themselves. Do these people always try to control all people action and activities? Is he allowing or not allowing the system, process or procedure into works?
leadervp: The Role Culture is visualised by assessing whether there are clear expectations about who does what, how and how much. Here the authority is the hidden and the power is run by the support of thinking and charactor of top person and not the position and rules.
unnatishyam: Excellent Ldaer Mashrooji. I mdelighted by the knwoledge you have shared.Keep it up.
leadervp: In People Culture we find sharing, caring, concern for others, empathetic listening, openness, transperancy, open communication and environment of love, joy, peace, fun, play and engorssment and dedication in behavior and result is found volunterily all around
leaderraju: keep going and complete total concep please, don't disconnect
unnatichandresh: ok
leadervp: thanks
leaderraju: Today is Most Valuable Sessions
leadervp: Value Driven Culture is the culture where people start staying together physical nearness and selflessely. They built friendship, and sense of concern for each other. It then turns into common goal, then, it turns into missionary zeal and finally it is fully focussed on achieving common shared Vision. Gandhiji's work was part of Value Driven Culture. JRD and Naryan Murthy are also unique examples of Value Driven Culture
leadervp: Thank you very much to all of you. Good Buy.
unnatichandresh: Great
leaderraju: Good Bye Bye!
unnatineeru: great - thanks leader mashrooji
unnatineeru: it was pleasure
unnatichandresh: Thank you Leader VP for this enlightening session.
Next Session Info: 24/4/08, Thursday
Venue: 33, New York Tower-A, SG Highway, Thaltej
Topic will be shared very soon.
Till then have a great week…