The Leader’s Guide to
Corporate Culture
Boris Groysberg Jesse Price Jeremiah Lee
Yo-Jud Cheng
BY : Syed Abu Huraira, Zahid Aziz, Danish Ahmad, Ubaid Ur Rahman
TO : Rajnish Chander
Introduction
Leader
Leader is someone who can influence others to
achieve organizational goal and has a managerial authority .
Culture
Social environment in which we are living . It’s a complex all things
around us languages, cloths ,laws ,customs, religious beliefs, and traditions .
Corporate culture
A company culture usually reflects the management
styles and preference of CEO who typically set the tone for working
environment .
Corporate Culture is shaped by
How people dress, act , conduction of work ,interaction with supervisors
and across departments and public , finally How get the Business done .
The Leader’s Guide to Corporate Culture
STRATEGY AND CULTURE ARE AMONG the primary levers at top
leaders’ approval in their never-ending quest to maintain
organizational possibility and Effectiveness . And those two
levers are Strategy and Culture .
Strategy ::
Strategy offers a formal logic for the company’s goals and
orients people around them. Strategy provides clarity and
focus for collective action and management.
Culture ::
Culture expresses goals through values and beliefs and guides
activity through shared assumptions and group norms. in
culture includes unspoken behaviors, mindsets, and social
patterns however its so worm lever than strategy
1. Shared culture
Shared culture is culture that emerges with the shared
experience of durable groups
Examples:
food, shelter, work, care giving, knowledge, well-being,
resources, mobility, leisure, and services
2. Pervasive Culture ::
Pervasive refers to the corporate culture that becomes
the second nature of the workforce, leading employees
to maintain a positive or a negative attitude with
an impact on their performance.
Examples:
The medication had a pervasive effect on the
patient's health
3) Enduring Culture
Culture can direct the thoughts and actions of group
members over the long term
Example :
Religion, Arts,language,economy,society
,customs, geography,politics
4) Implicit Culture
The concept of implicit culture refers to the psychological
dispositions, perceptions, and motivations which are shared by people
with similar backgrounds and experiences and which lend organization
and direction to overt behavior.
Example:
deals with attitudes and beliefs, not tangible things like l
language, dress, and food. The view toward power is an example of
implicit culture
The 8 Types of Organizational Cultures
1) Purpose
2) Caring
3) Order
4) Safety
5) Authority
6) Results
7) Enjoyment
8) Learning
Integrated culture: The framework
1.Purpose Organizational or Company Culture
Employees united by: Driving sustainability and global
communities
Employees are generally: Compassionate and open-minded
Leaders emphasize: Shared ideals, greater cause
Good for: People looking for an organization that values
making a impact on the world over individual achievement
Example: Whole Foods
2.Caring Organizational Culture
Employees united by: Loyalty
Employees are generally: Collaborative, welcoming
Leaders emphasize: Sincerity, teamwork, good relationships
Good for: Those motivated to perform well as a result of
positive working relationships
3. Order Organizational or Corporate Culture
Employees united by: Cooperation
Employees are generally: Methodical, rule-following
Leaders emphasize: Shared procedures, customs
Good for: People who are most comfortable in
unambiguous, structured environments
Example: SEC
4. Safety Organizational Culture
Employees united by: The need to feel protected and the
ability to anticipate organizational changes
Employees are generally: Risk-conscious, conscientious
Leaders emphasize: Advance planning, pragmatic
Good for: Employees who like to feel included in
organizational changes and who prefer careful planning
Example: Lloyd’s of London
5. Authority Company or Organizational Culture
Employees united by: Strong control
Employees are generally: Competitive, looking to get ahead
Leaders emphasize: Confidence, dominance
Good for: People who are motivated by gaining personal
advantage more than organizational success
Example: Huawei
6. Results Organizational Culture
Employees united by: Success
Employees are generally: Outcome-oriented, merit-based
Leaders emphasize: Goal accomplishment
Good for: Employees who perform their best when executing
against set goals and driving towards a winning result
Example: GSK
7. Enjoyment Organizational or Company Culture
Employees united by: Playfulness and stimulation
Employees are generally: Lighthearted, in search of work that
makes them happy
Leaders emphasize: Spontaneity, a sense of humor
Good for: Fun-loving people who look for a sense of excitement in
their day-to-day
Example: Zappos
8. Learning Organizational Culture
Employees united by: Curiosity
Employees are generally: Inventive, creative, always looking to
explore alternatives
Leaders emphasize: Innovation, knowledge, adventure
Good for: Those who value learning over other things that might be
attained through work, such as stability or personal achievement
Example: Tesla
The Link Between Culture and Outcomes
when you are evaluating how culture affects
outcomes, the context in which the organization
operates—geographic region, industry, strategy,
leadership, and company structure
◦ When aligned with strategy and leadership, a strong culture
drives positive organizational outcomes
◦ Selecting or developing leaders for the future requires
a forward-looking strategy and culture
◦ In a merger, designing a new culture on the basis
of complementary strengths can speed up integration and
create more value over time
◦ In a dynamic, uncertain environment, in which
organizations
must be more agile, learning gains importance
◦ A strong culture can be a significant liability when it is
misaligned with strategy
