1. LESSON 4.A

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

3. 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

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

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

6. 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.

7. 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

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

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

10. 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.

11. 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.

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

13. 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.

14. 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

15. 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.

17. 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?

18. 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…

19. 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.

20. 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)

21. 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.

22. 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.

23. 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

24. 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?

25. END