LESSON 4.A

ORGANIZATIONAL CULTURE VIEWS OF EXCELENCE DR. MARIO A. FETALVER, JR.

VIEWS OF EXCELLENCE Bias Toward Action A preference for doing something – anything – rather than sending an idea through endless cycles of analyses and committee reports

Close to the Customer VIEWS OF EXELLENCE Learning customer preferences and catering to them.

Autonomy and Entrepreneurship VIEWS OF EXELLENCE Autonomy and Entrepreneurship Breaking the corporation into small companies and encouraging them to think independently and competitively.

VIEWS OF EXELLENCE Productivity through People Creating in all the employees the awareness that their best efforts are essential and that they will share the rewards of the company’s success.

VIEWS OF EXELLENCE Hands On, Value Driven Insisting that the executives keep in touch with the firm’s essential business and promote strong corporate culture. Win/Win

Sticking to the Knitting VIEWS OF EXELLENCE Sticking to the Knitting Remaining with the business, the company knows best.

VIEWS OF EXELLENCE Simple Form, Lean Staff Few administrative layers, few people at the upper level.

VIEWS OF EXELLENCE Simultaneous Loose-tight Properties Fostering climate in which there is dedication to the central values of the company combined with the tolerance for innovation for all employees.

Warren Bennis and Burt Nanus found that many organizations are overmanned and underlet. They ascertain that leader should be concerned with the organization’s basic purpose and general directions.

Time should be spent doing the right thing: ------------------------------------------------ Creating new ideas Creating new policies Creating new Methodologies

An extension of McGregor’ theory of “Y” concepts. THEORY “Z” An extension of McGregor’ theory of “Y” concepts. Y formulation is an attempt to distinguish between the personal leadership styles of an individual supervisor.

THEORY “Z” An extension of McGregor’ theory of “Y” concepts. Whereas, Theory Z is concerned with the “culture of the whole organization” not with the attitudes and behavior rather than in the difference the way the whole organization is put together and managed. MANONG DEMING

Theory Z involves: Long term employment Consensual decision making Individual responsibility Slow evaluation and promotion An informal control system with explicit measures of performance Moderately specialized paths Extensive commitment to all aspects of employee’s life including family.

Theory “Z” In Schools Motivation through self interest Trust Reward system Quality Education Trust subtlety intimacy Skills training Shared control and decision making Theory “Z” In Schools -WILLIAM OUCHI- What?

Motivation through self interest Reward system Quality Education Trust subtlety intimacy Skills training Shared control and decision making Theory “Z” In Schools -WILLIAM OUCHI- -exists among people who understands that their objectives are compatible in the long run. -if you don’t understand the language, technology and their problems then you can’t possibly trust them. -development of intimate professional relationship between students and students, teacher and teacher, administrators…

Motivation through self interest Reward system Quality Education Trust subtlety intimacy Skills training Shared control and decision making Theory “Z” In Schools -WILLIAM OUCHI- -school administrators must spend adequate time to discuss with students, parents, teachers, and community the objectives of the school and how the schools are run.

Training is directed toward: -getting to know the organization Motivation through self interest Reward system Quality Education Trust subtlety intimacy Skills training Shared control and decision making Theory “Z” In Schools -WILLIAM OUCHI- “quality circles” -consist of small groups of employees who meet regularly to discuss the way they do their jobs and recommend changes. This requires a period of training to increase participation, consensus in decision, and share control. Training is directed toward: -getting to know the organization (its objectives, problems, and overall resources)

Motivation through self interest Reward system Quality Education Trust subtlety intimacy Skills training Shared control and decision making Theory “Z” In Schools -WILLIAM OUCHI- “social health” William Ouchi-high quality education leads to educated work force, thereby increasing economic capital in the improved country.

Motivation through self interest Reward system Quality Education Trust subtlety intimacy Skills training Shared control and decision making Theory “Z” In Schools -WILLIAM OUCHI- Some key person must remember who has gone the extra mile, who is committed, and who has put in extra time, this person should ensure that those efforts are recognized and rewarded.

OUCHI---”there is only one form of interest!”---”self-interest” Motivation through self interest Reward system Quality Education Trust subtlety intimacy Skills training Shared control and decision making Theory “Z” In Schools -WILLIAM OUCHI- OUCHI---”there is only one form of interest!”---”self-interest” (to satisfy their self interest) LEADERSHIP Leadership is the art of getting someone else to do something you want done because he wants to do it. Dwight D. Eisenhower When the leader is right and the time is right, people are always accounted to follow---to the end and at all costs.--- Harold J. Seymour

Theory “Z” In Schools Motivation through self interest Trust Reward system Quality Education Trust subtlety intimacy Skills training Shared control and decision making Theory “Z” In Schools -WILLIAM OUCHI- What?

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