Within the leadership development training process, it is important to know and understand what the specified and actual organizational values are, so that both the coach and the co-worker can better understand how people fit or conform to themselves within the organization. Leadership coaches need to be sensitive to the way things are actually done within the organization as they are going to guide leaders and other major individuals. This understanding will help coaches to be more effective in asking the right questions or challenging individuals to follow the right requirements. This will also provide a trainer with an insight into what will be an important value that your colleague needs to comply with or possibly what values need to be changed to allow greater individual and organizational success. With both the coach and the university decision, it is clear that organizational value allows a trainer to better use their strengths, abilities and ability to achieve the best results.
Every organization has culture. Just like the personality of individuals, the organization is established early in the life of the organization. Culture is determined by the personality, behavior and actions of founders, key leaders and members of the organization as they form practices, methods and responses to internal and external forces. Culture has a tendency to become deeply embedded in the very substance of the organization as it evolves and is reinforced over time. Culture will usually be so strong that, like the original leaders and key people, the culture continues. Culture may change to some extent over time, but it usually takes some unusual circumstances to significantly influence cultural change. To break positions and cultural behavior, it takes a strong lead that resembles behavior and a reward system that causes organizers to embrace a new approach to "how we do things here." A solid approach to the introduction of cultural change is to identify and clear the status of appropriate values that the agency will seek.
Value is the foundation of any organization. Indeed, there is a great indication that the published values (good or bad) members of the cultural organization make a significant difference to the organization. Because of this fact, the statement can be made "values are important" and "number of cultures". Culture is a brick that keeps the organization together – it's about people. Culture is often described as a "soft" side of the company and is therefore considered easy to define, shape and change. You should challenge this assumption. The "soft" side of business or institutional environment is usually very hard to orchestrate. Culture before the organization is deep, high and complex. Culture is a very powerful and often unconscious group that determines individual and shared behavior, faith, values and ways of perceiving situations and doing things.
When determining the mission, vision and methods of the organization, it is important to ask the question – Will the current cultural values and behaviors support them? Answering this question will usually lead to an organization taking the time to answer the following questions.
1. Do you know what the current culture really is?
2. Is our current culture a benefit or obstacle to future success?
3. What are our current cultural grants?
4. What are our current cultural weaknesses?
5. Will our current culture hinder or support our organization?
6. What values in our culture need to be changed or better support our mission, vision and direction?
7. How can we make our competitive edge competitive?
8. Do we have unique skills to support and live our culture forward?
9. Does our culture support the performance requirements needed to succeed?
When trying to improve organizational issues, merging cultural areas in dangerous or remote locations, and accepting a merger / merger, cultural change may be one of the biggest challenges facing a growing organization. Also, when long-term business prospects affect short-term finances, cultural criteria can influence. Virtually any cultural change will be either unexpected, shocked or welcome and encouraging or a combination of both. The key to success is to actually lead and present how the cultural change is being implemented.
Cultural values, attitudes, perceptions and behaviors evolve over time and become the core of how the organization fulfills basic tasks and implements its policies. The power and impact of culture prevent the organization from working properly or enables the organization to achieve high standards and intelligence that seems impossible to reach goals. One of the earliest symptoms of human behavior is that people have a strong tendency to mirror them around them. When you find strong positive cultures, based on strong positive values, you find endless examples of many – especially key people – who live and reflect the best values of the organization. Strong positive culture provides members with a sense, direction, stability, and desire to serve more purpose – each other and the client.
Culture is a set of values, rules, habits and behaviors that an organization uses to define and shape daily operations. Culture provides a sense of comprehensive patterns of life planning and a set of acceptable criteria. These patterns of organization and values are manifested in three complex areas: (1) Establish deep-rooted assumptions, common, unconscious attitudes, thoughts and feelings that are the core of cultural planning; (2) The level of quality attitudes, such as the statement of the company, most often reflects the way the agency wants to introduce itself; and (3) Actual daily behavior or the way in which the organization itself is organized, which is a complex compromise between profound assumptions and genuine attitudes, modified with demands and pressures on the business world. This complete complexity of all organizational and individual attitudes, feelings, feelings, desires, desires, dreams, talents, and opinions – describe and add – promote the unscrupulous nature of what we call "organization of cultural behavior."
An excellent approach to understanding "actual" planning is to see it as the language of everyday emotions that arise through individual and shared attitudes, actions, words and actions of the members. This actual organization of culture does not occur or evolves simply as a result of prominent words. Culture evolves because of the actual behavior and actions of all members of the organization – especially those in leadership role. A carefully appreciated set of cultural values, created, taught and studied by all individuals, especially those in leadership roles, is the key to enhancing the organization's skills to realize its real potential. However, outstanding culture is only persistent over time when the majority of stakeholders in the organization showcase behavior by setting an example. To this end, it is the responsibility of growing and developing the organizations & # 39; culture along with the full participation of those they lead.
Culture is very much about values and behaviors that arise in conversations with our customers, our colleagues and ourselves … "when no one is watching." They form the necessary definition of who we are collectively and individually. That is, it's not like the private person and the public – the one we're away from work and the one we're at work. The person we add to work – our attitude, behaviors and actions – is how we display at work. It is the person who must be consistent with the purpose of serving customers (both internal and external) like no other. Our unique cultural values are not just the "clothes" we take, but rather who we are. Our cultural values are personal and powerful messages we send when we live our values rather than keep them. This is why it is so important to join an organization only those who have the values, behaviors and attitudes that support the requested organizations.
The agency's leading purpose should be to deliver real value to the customers they serve. They should do this by providing new solutions and solid customer service in a way that rewards customers, employees, investors and other owners. An organization should be based in principle that they will be consciously and continuously treating all customers and all individuals who are related to the organization with great respect and respect.
Above all, the organization needs to believe in the talent and leadership of its employees at all levels to create and deliver solutions that will set the standards for excellence and customer value, now and in the future. For this purpose, the Agency must undertake to promote culture that is both open and disciplined at the same time. The organization must be well-educated to develop a working environment that encourages the pioneering spirit, reaches full marks of diversity, recognizes and rewards dedication and encourages high frequency. Such an environment serves the needs of customers, employees, their families and the communities in which they live.
What organization emphasizes defines organizational reality. Therefore, if the organization were to succeed, culture needs to reward individuals based on performance and implementing well-defined results. Desired and well-defined results are one of the best ways to drive decision-making within an organization. A culture execution to the results or results is different than one correlation with the accepted norm. Culture to perform an opportunity is a high quality culture, with unique and collective outstanding results being recognized as the way we work. It is important to understand that in summits the Council of Ministers leads to cultural speed. Their behavior works confidently. The actions of the manager communicate what success is important.
As an organization continues to transform itself, it must transform the individuals within it. By doing so, the organization and its partners will need to work continuously and enhance culture that will develop leadership skills at all levels. For the organization to grow, it must be necessary to train and hire individuals whose qualities and skills are in line with culture and policies, and also bring freshness of innovation and diversity into play. The values and opinions that organizations have in common with themselves, along with the actions and languages used to describe their values and views, must create and reinforce the positive images of both members and others in the organization. The bottom line … The agency must practice the discipline force, thought and action, needed to create the culture of the organization!