1. What Culture is and Why It Matters
Building Effective Teams
What Culture is and Why It Matters
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2. What is Organizational Culture?
The consciously held notions that most directly influence members’ attitudes, values, beliefs and behaviours
What it takes to “fit in”
The norms and expectations that can have a significant impact on the way people in organizations think and behaveThe norms and expectations that can have a significant impact on the way people in organizations think and behave
Copyright © 2016 by Human Synergistics Canada. All rights reserved.

3. What Does Org. Culture Influence?
Organizational Culture is Directly Linked to:
People Factors
Quality Factors
Role Clarity
Loyalty
Job Satisfaction
Commitment
Stress
Teamwork / Cooperation
External Adaptability
Group and Individual Motivation
Quality of Customer Service
Interest in Quality Improvement Initiatives
Copyright © 2016 by Human Synergistics Canada. All rights reserved.

4. What Does Culture Influence
In other words…
Culture directly affects the long-term viability of the organization
Copyright © 2016 by Human Synergistics Canada. All rights reserved.

5. Facts About Culture
When a group of people spend a significant amount of time together, they begin to think and act in similar ways
As those behavioural norms strengthen, present members encourage new members to conform to those “normal” patterns of behaviour
An organizational culture will develop—whether it is lead my management or not
Management can direct culture and strengthen it
Management can also change the organization’s culture
Copyright © 2016 by Human Synergistics Canada. All rights reserved.

6. Measuring Culture
Organizations should measure their culture the same way they measure other metrics such as sales trends, profit, customer service, production standards, etc.
Developing and controlling the organization’s culture is an important job responsibility of managers
Understanding the organization’s culture is the first step to improving it
It is very difficult for members (even senior ones) to accurately describe their culture in an objective, usable fashion—therefore an accurate, valid and reliable instrument must be used
Copyright © 2016 by Human Synergistics Canada. All rights reserved.

7. Which Culture do you Want?
Members are expected to do whatever it takes to please each other
Personal beliefs, ideas, and judgement take a back seat to rules, procedures and policies
Willingly obey orders—even if they’re wrong
Don’t get involved, wait for others to act first and be non-committal
Outcomes
Employees
Members do not know what is expected of them
Lots of work avoidance
People are de-motivated and unhappy
High turnover, high absenteeism
Client & Quality Issues
Clients are viewed as a disruption
Complaints will be buried in red tape
No “on-the-spot” decisions
Problems and concerns will be ignored
Maintaining the status quo is more important than quality improvement
Staff will “hide” from clients
Copyright © 2016 by Human Synergistics Canada. All rights reserved.

8. Which Culture do you Want?
Members are expected to appear to be competent
Mistakes are not tolerated
Members and groups are pitted against each others
Autocratic leadership with influential power is in the hands of the few
Highly critical, negative and cynical
Outcomes
Employees
Members receive different messages from different people regarding how they are supposed to act at work
People feel tense and under pressure
Member compete with each other, rather than cooperate
Client & Quality Issues
Staff will argue with clients
Staff view clients as ignorant sheep, or aggressive and self-serving
Fear of failure stifles creativity, risk-taking and cooperation
Staff will view interactions as a contest they need to win
Copyright © 2016 by Human Synergistics Canada. All rights reserved.

9. Which Culture do you Want?
Members are encouraged to work to their full potential
Members are encouraged to take initiative and think independently
Cooperation, sharing influence and teambuilding are expected
People are trusted and treated with dignity and respect
Outcomes
Employees
People like working for the organization
People tend to go “the extra mile”
Members offer innovative suggestions to improve the work of their department
Volunteer to do things not required by their job description
Client & Quality Issues
Clients are treated with dignity and respect
Staff deliver what they promise
Staff work well together and exhibit good listening skills
Problems are solved with creativity in a timely manner
Staff understand the importance of constant improvement
Copyright © 2016 by Human Synergistics Canada. All rights reserved.

10. How to Change Culture Does it need to change?
Measure the Culture of the Organization
Look for other efficiencies NO
YES 1.
Examine Philosophy & Values
2. Investigate HR Systems
3. Management & Staff Training & Development 4.
Examine Org. Structure & Job Design
Copyright © 2016 by Human Synergistics Canada. All rights reserved.

11. Why Does Culture Matter?
Realize long-term financial gains
More innovative ideas and solutions to problems
Greater external adaptability
Improve management’s level of satisfaction
Fewer problems, fewer complaints
Increase in people showing and taking initiative
More motivated employees
Create a happier, healthier work place
Less stress, illness
Better interactions between staff and residents
Improve employee engagement
Increase satisfaction, commitment and loyalty
Fewer grievances and absenteeism
Lower turnover
Increase clients’ level of satisfaction
Fewer complaints
Improved levels of interaction with each other and staff
Realize immediate profit improvement
Lower sick pay and turnover
Motivated employees
Copyright © 2016 by Human Synergistics Canada. All rights reserved.

12. Interested in Changing? Identify & Fix the Drivers
Leadership
Styles, Knowledge, Skills & Attitudes
Constructive Thinking Styles,
Participative
Leadership
Styles
Challenge, Recognize,
Reward
Motivating Practices and Systems
Structures that support collaboration
Job Designs that empower
Human Resources Systems
Hiring, Orientation, T & D, Performance Management
Organizational Structure and
Job Design
Copyright © 2016 by Human Synergistics Canada. All rights reserved.

13. Interested in Changing?
Human Synergistics has the most sophisticated, widely researched culture assessment tool on the market.
The Organizational Culture Inventory™ was developed in 1987.
Human Synergistics Canada has been helping Canadian organizations change their culture for over 30 years. We are the experts on Organizational Culture.
To begin the process of change, call us at:
(519)
Copyright © 2016 by Human Synergistics Canada. All rights reserved.

14. Six Quick Culture Change Initiatives
Improve the Company Orientation Program
Increase Management Training & Development Budget
Hold regular “Town Hall” meetings to improve two-way communications
Continuously set and reset goals
Have a customer service focus in everything you do
“Catch people doing something right”
To begin the process of change, call us at:
(519)
Copyright © 2016 by Human Synergistics Canada. All rights reserved.

15. About Human Synergistics
Our People
Our Office
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