Understanding organizational culture:



SEND’s Organizational Culture9:00 – 10:00 am, TuesdayUnderstanding organizational culture:This can be defined as the set of deeply embedded, self-reinforcing behaviors, beliefs, and mind-sets that determine “how we do things around here.” People within an organizational culture share a tacit understanding of the way the world works, their place in it, the informal and formal dimensions of their workplace, and the value of their actions. Though it seems intangible, the culture has a substantial influence on everyday actions and on anizational cultures don’t change very quickly. Therefore, if you are seeking change in your company or institution, you are most likely to succeed using your existing culture to help you change the behaviors that matter most. Bit by bit, as these new behaviors prove their value through business results, the culture you have can evolve into the culture you need.How is SEND different from other mission organizations you know?IMBTEAM OMFHow is SEND’s organizational culture different from other organizations where you have worked?SEND’s mission statementWe have a clear purpose: MEE.We are just as concerned about mobilization of those we reach as about engaging unreachedWe try to have this purpose drive us, where we work, what we do. We give room for each area to develop their own vision as long as it fits within MEE. We do not aim for cookie-cutter replicas (franchises). SEND’s geographic cultureA Western organizationBut definitely one that has adopted some of the characteristics of our host culturesWe are not tied to a building. We are moving away from one home base or one IO. Asian indirectness but Western egalitarianismSEND’s official valuesUrgency a value we aspire toHowever, we are somewhat risk-adverse. Member care issues often trump urgency.We love to analyze and consult first. Decisions are made slowly because we want consensusDependenceLeaders are expected to be people of prayer and the WordBut leaders are also expected to plan well and provide for member's welfare and safety.ServanthoodServing the church where it exists was part of our former mission statement.Servant leadership - leaders work harder than anyone else, leaders lead by exampleWe hide behind servant leadership, sometimes in passive leadershipBelongingA huge value in SEND, probably too high.Leaders are tasked with creating a family atmosphereWe bend over backwards to keep people in the organizationIntegrityUnity in DiversityWe constantly recognize that we are a multinational organization, and that other cultures may view an issue differently.Other SEND valuesLifelong learning – SEND U, IGPDiscipleship – Be a disciple, make disciplesTeamingEvery grouping in SEND is called a team. People join us because they want to be part of a team. They do not want to be lone-rangersPrimarily about belonging. Not about working together to accomplish a task.People We value them highly and try to facilitate their successWe don't like to force people into systems. We want to make exceptions.Self-determinationWe are moving more away from this, but it has a strong historical rootWe breed this in support raising, and within parameters allow it on field.This fights against accountabilityMakes it difficult to standardize for efficiencySEND’s leadership cultureWho has power in SEND?How do we make decisions?What do leaders do?Leadership coordinates, supports and encourages but rarely directsLeaders are expected to listen Member care is seen as a primary leadership responsibilityLeaders are expected to create and maintain a sense of belongingOur documents say leaders are to supervise, hold people accountable and provide annual assessments but few leaders consistently do soWhat gives you credibility in SEND? How are leaders expected to present themselves?Don’t blame your cultureIt will be a huge factor in introducing change.Don’t ignore or fight against it.Understand it. But recognize that it is expressed in behaviours, and behaviours can be changed.Emphasize the culture’s positive characteristics, and use them to promote changeChange one behavior at a time – through identifying and promoting vital behaviours (see The Influencer)Changing SEND’s CultureCIA – Collaboration, Intentionality, AccountabilityHistory of why we came to realize that we needed to emphasize these 3 valuesPush back to Connect & PrayRealized that there were organizational culture factors at play in the resistance.How did these 3 values challenge aspects of our culture? How do these 3 values fit our present organizational culture?Transgressions of SEND’s cultureCan you think of an example where SEND made a decision that was perceived as clearly in violation of our organizational culture?Why did so many in SEND feel that this decision was wrong? ................
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