ORGANIZATION'S CULTURE, VALUES, MISSION, AND VISION

INTRODUCTION Vision, mission and culture are inter-connected. Vision and mission are shaped by culture and culture comes alive through vision and mission. Vision and mission are the major external focus for our actions. But an organizations' culture provides the underlying foundation for our actions and behavior.

ORGANIZATION'S CULTURE
1. SHARED VALUES are standards by which members of an organization collectively see as important. There is an important difference, however, between declared values to which mere lip-service may be paid and operative values that are actually put into practice and deeply seated.

2. COMMON MINDSET or paradigm consists of a set of shared assumptions or beliefs.

3. CHARACTERISTIC BEHAVIOUR cover a board range of topics. a. Management Style: - Is the decision-making style collaborative autocratic? - Are managers available and approachable? - Do managers practice "management by walking about (MBWA)?" b. Relationships: - Do people address each other formally or informally? - Do people interact across different levels in the organizations? - Do people relate to each other socially as well as to work?

c. Dress: - Are people expected to wear formal business dress? 4. SYMBOLS: a. Image b. Flag

ORGANIZATION'S VALUES
Every excellent company we studied is clear on what it stands for, and takes the process of value-shaping seriously. In fact, we wonder whether it is possible to be anexcellent company without clarity on values and without having the right sort of values. - Peter and Waterman

Core organization values: 1. What is important? 2. How to treat other people? 3. How to work together?

Peter and Waterman stated that values will have a tremendous impact on organization. They help to:

1. Create an atmosphere of common purpose and trust 2. Clarify goals and ways those goals will be achieved 3. Set priorities and sort out information overload 4. Provide a clearer focus for performance and feedback 5. Indicate which behaviours are acceptable and appropriate and which are not within the organization 6. Specify how the organization wants to deal with and be perceived by people outside the organization 7. Provide guidelines for selecting and orienting new members or employees who will not have to spend much time identifying and understanding organizational values

ORGANIZATION'S CORE VALUES

Core Values- those that are central in your character and that of your organization. Paul J. Meyer , Rex C. Houze and Randy Shechta emphasize the importance of core values in building effective leadership and effective organization.

3 VALUES THAT FORM THE BASIC FOUNDATION OF EFFECTIVE LEADERSHIP: a. Stewardship b. Shepherdship c. Servants Heart Vitality of the organization depends upon and is directly proportionate to the existence of a set of core values shared by all.

ORGANIZATIONS CORE VALUES AND BELIEFS Values and beliefs of leadership are the shaping force of entire organization. They generate attitudes and specify behavior.

Lyle E. Schaller, in Getting Things Done, writes: The values of any organization control priorities, provide the foundation for formulating goals, and set the tone and direction of the organization.

EXAMPLES OF CORE CORPORATIVE VALUES

Example of the core values of two multi-national organizations: Herman Miller Inc.: Its Corporate values He is a leader in participative management and has clearly defined set of corporate values:
Innovation We seek and encourage appropriate problem-solving designs and innovative Solutions that deliver result for our customer and meet our business challenges. Excellence We create value for our customers by providing quality and excellence in all that we do and the way in which we do it.

Participation We work together in teams, with each person contributing to the level of his or her capabilities.

Ownership We each have a stake in the organization in which we invest our lives and share the risks and rewards of ownership. Leadership We can lead best by enabling others and by being dedicated our corporate vision.

Herman Miller Inc. sums up the companys values as: Innovation and Excellence through Participative Ownership and Leadership , Corporate values, 1989. The companys then CEO Max DePree, who is also a leading business author, thinks that Millers participative ownership and its strong commitment to shared values provides a competitive edge for superior performance.

IBMs Values: the Foundation of Vision

Tom Watson, Sr. was a man of grandiose vision dedicated to welldefined and fundamental values. IBMs corporate values- probably the oldest and the best known in the world, were developed specifically by Tom Watson, Sr. They are: Respect for the individual : Respect for the dignity and the rights for each person in the organization
Customer Service : To give the best customer service of any company in the world Excellence : The conviction that an organization should pursue all tasks with the objective of accomplishing them in a superior way.

ORGANIZATIONS VALUES-AND-BELIEF STATEMENT

Values-and-Belief Statement - It is not a mission statement - It expresses the principles most important to the organization and is a powerful influence to energize, guide, and align everyone in a common direction.
Questions suggested by Anthony DSouza to help build Valuesand-Beliefs Statement: 1. What are the values you want to live by: Integrity? Stewardship? Shepherdship? A servants Heart? Companionship?

2. How would you like to be known and seen: Efficient? Serviceminded? Customer-oriented? Community-minded?
3. How can we create and open atmosphere where together we can learn to relate to one another and work consistently with our groups and organizations values?

Examples of an organizations Statement of Values: 1. We value our customer as our number-one priority. We listen to our customers need and concerns, understand their business and look out for their interest. 2. We strive for maximum efficiency and effectiveness. We provide added value in everything we do or we dont do it. 3. We maintain high standards of excellence, integrity, and quality. 4. We have value our employees and reward excellence and productivity. 5. We practice teamwork within the organization and with our clients and recognize the unique and valuable contribution each member makes to the team.

ORGANIZATIONS VISION, VALUES AND MISSION

INTRODUCTION

The present is both a time of upheaval and change in organization. Companies and Institutions are challenging the ways they do business. They need to innovate, adapt, shift and transform themselves. For an organization to succeed today, every employee needs to exhibit leadership skills in making decisions and in acting on opportunities to keep a person and an organization on track.

THE PROCESS OF VISIONING

VISIONING Is a journey from the known to unknown, which helps create the future from a montage of facts, hopes, dreams, dangers and opportunities.
Elements of the Visioning Process: 1. VALUES Are the principles, the standards, and the actions that people in an organization represent.

2. SCANNING The current situation involves looking beyond the organization to its customers, suppliers and the industry.
3. MISSION Is the core purpose for which a person, team or organization is created.

4. VISIONING Is picturing excellence what the person, team or organization wants to create in its best possible future. 5. IMPLEMENTATION Includes the strategy, plans, procedures, and key actions that will put all of the above into action.

FIVE-STEP VISIONING SEQUENCE

STEP 1: CLARIFY VALUES - define key values and what they mean in action. STEP 2: SCAN THE CURRENT SITUATION examine the current environment internally and externally.

STEP 3:

CREATE A MISSION

STEP 4: CREATE A VISION clarify the basic purpose.

STEP 5: IMPLEMENT THE VISION create the strategic plans, action plans and feedback loops to implement the values, vision and mission.

THE ESSENCE-DRIVEN ORGANIZATION It is an organization that is formed around a deep sense of values, missions, and vision. This kind of organization has clarity of direction and focus, enabling it to endure various changes in the marketplace. It is purposeful and inevitably more powerful, commands more commitment for employees, and ultimately becomes more efficient in the midst of changing environment.

Organizational Renewal Cycle

Organizational Renewal Cycle -is a revolutionary way to find out where your organization is, where its going and how you can get there before the competition. -an ongoing process of building innovation and adaptation into the organization. -a part of organizations growth and development

Visionary Leadership Start Anywhere---Person,Team or Organization Creating Alignment

Linking Visions

VISIONARY LEADERSHIP
How Visioning Fits into the Planning Sequence The processes of clarifying values, revitalizing the mission and creating vision are key to this strategic planning process.

1. Visioning is Emotional Visioning when engage to groups, emotions will come into play. It unleashes conflicting forces. 2. Visioning is an Organizational Change Process Shared visions are the foundations for making change. Without shared visions, new ways of thinking or acting are inhibited. But without real change, visioning is pointless and counterproductive. 3. Visioning Requires Involvement The most important part is the amount of involvement of the key stakeholders. The visioning process requires widespread involvement. The core of this process is a design team that spans all the levels of the organization and represents all important stakeholders group.

PRINCIPLES OF VISIONING If people create the vision, they will own it and implementation of the vision will happen more quickly The process of developing the vision is as important as its outcome Visions are best stated in the language of the key stakeholders Visions helps to focus the strategic planning process and therefore needs to be developed before planning takes place.

This list is used to ensure that all the aspects are covered.

1. Create a representative design team for the organization that guides the visioning process. 2. The design team then scans the environment and drafts a statement that summarizes why the organization exists, what business it is in, what products and services, customers and what value you bring to them. 3. The design team compares their statement to any existing mission statements. 4. The design team generates questions they think the vision statement should answer. 5. Visioning tools get people thinking creatively about the vision questions. 6. The design team drafts a mission and vision statement. 7. Circulate the draft statements to key decision makers and members of the organization. Incorporate their feedback. 8. Communicate the mission and vision to your organization, groups with which you interact with and your customers

STEP 1: CLARIFY VALUES IDENTIFYING VALUES

VALUES
a principle standard or quality considered inherently worthwhile or desirable.

a principle or standard that is held in high esteem by an individual and is related to all aspects of ones personal and work life.

VALUES

are the essence of a companys philosophy for achieving success. provide employees with a sense of common direction annd guidelines for day-to-day behavior.

Meaning at Work
The first step in creating an atmosphere of common commitment is to invite the hearts and minds of employees to join the purpose of the company.

Values at Work
Before mission, vision and strategy, a company must come to an agreement about what their values stand for. As employees face increasing responsibility, making more complex and far reaching decisions, a corporate values credo is an essential standard for behaviour. Clarity about values provides the underlying foundation for action.

STEP 2 LINKING PERSONAL AND ORGANIZATIONAL VALUES

One of the most important keys to greater effectiveness is a CLOSE LINK between PERSONAL and ORGANIZATIONAL VALUES. Understanding this relationship will provide new leverage for corporate vitality. When mismanaged, it can lead to a breeding ground for conflict and cynicism. The shared values between individual and the company are a major source of both personal and organizational effectiveness. It influences the employees commitment and motivation.

Approaches.

VALUES PROVIDE GUIDANCE ALLIGNED VALUE UNDISCUSSED VALUES CHANGE OF VALUES VALUES INTO ACTION VALUE CONFLICTS

Values provide guidance

VALUES are one of our most special

achievements as humans. The deepest and most powerful motivators of personal action. Represent an organizing principle for our lives, as well as for an organization.

ALLIGNED VALUE

Activities that are aligned with your work will consider what is important, your energy, motivation, desire and will to achieve even the most difficult tasks seem to emerge. Clarify our values for ourselves, and then for our team and organization.

UNCLEAR OR UNKNOWN VALUES CAN PRODUCE CONFLICTS AND CONTRADICTIONS THAT CAN MAKE PEOPLE FEEL CONFUSED, BLOCKED, AND FRUSTRATED.

Undiscussed values

Values provide the foundation for the strategy, the mission and the structure. They are set of understandings in an organization about - how to work together - how to treat other people - what is most important Bringing them into the light of day enhances agreement and connection.

STEP 3 DEFINE THE MISSION

Step 3: Define the MISSION

Your first obligation is to find out the mission you are meant for. Your mission will manifest in you when you decide to listen to your hearts desire. --Naomi Stephen, Finding Your Life Mission

A personal mission articulates what you do and the purpose for which you exist. It answers the existential question, What is it Im here to do? A mission is not a narrow goal, but an overall guiding direction. A personal mission is not a restraint, but a fuel, propelling you toward your vision. Process of Developing a Personal Mission What is my basic purpose in the work I do? What is my basic purpose in life? What are the unique aspects that I bring to work? What values are most important to what I do? What are the critical considerations that I make (i.e., family, community, geographic location, etc.) when I develop my mission?

Understanding of your mission to its essence

What do you say is your mission? Why do you say that? What is the true purpose of what you do?
My Personal Mission Statement
_________________________________________ _________________________________________ _________________________________________

Mission Buffers Stress People who have an understanding or reason for what they are doing, do so much better in times of stress. This sense helps people focus and endure challenges that stand in the way of their realizing their vision. They can be strategic and pick priorities, rather than be reactive. Questions for a Group to Clarify Values What do we stand for? What behaviors would mirror these values? How do we treat our employees? How do we treat our customers? What do we mean by ethical behavior? What are the core values that are more important to us than profits? How do we want to treat each other at work? What do we offer our employees for their work effort? How do we want to be seen by the community? What attitudes and behavior in employees do we want to reward?