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The SBS Annual HR Summit 2017

Driving Results Through Organizational Culture

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Annual HR Summit 2017

  • Payment Details:

  • Cost: 39,500KShs (35,000KShs Early Bird)
    Payment Via M-Pesa:
    Paybill Number: 893801
    Account Number: HR Summit
Introduction 
A workforce that is pulling in the wrong direction, is one that is operating with enthusiasm but contrary to strategic intent. This causes a detrimental effect to the organization’s performance.
A workforce that operates and pulls in the right direction delivers improved performance and makes significant impact on an organizations ability to achieve its strategic goals.
Close the culture lag in your organization by attending the HR Summit where conference speakers will address the perspective on Behaviours that will drive positive culture in organizations.
Specifically the Summit will:

  • Expose You To Knowledge on Culture Development Strategies.
  • Enable you discover the latest trends, techniques and tools to help you build thriving cultures.
  • Enable you to conduct Culture Mapping for your organizations.
  • Help you gain deeper understanding of how to increase employee engagement, optimize talent and build high performing teams through culture.
  • Enable you walk away with tactical and strategic insights for building company culture.

Pillar One: Demystifying Organizational Culture
Pillar Two: Power of Organizational Culture
Pillar Three: Driving Organizational Culture
Pillar Four: Models for Organizational Culture
Pillar Five: Culture and Innovation
Pillar Six: Driving Culture and Change

Pillar One: Demystifying Organizational Culture Each of the members of the organization is unique and important. A lot of the individual’s perspective and behavior patterns develops from exposure to surrounding cultures, including different ways of thinking and working. Each of the members perceives the organization differently in the absence of a unifying culture.

The Blind Men and The Elephant in John Godfrey’s Saxe’s Poem.

One man touched the body of the elephant and to him the elephant was a wall. Another touched the elephant’s leg and it was a tree. Another touched the elephant’s trunk and it was a spear. Another touched the elephant’s trunk and it was a snake. One touched the elephant’s ear and it was a fan. The last one touched the elephant’s tail and it was a rope. They all had different world views of what the elephant was.

Sub cultures in organizations duplicate the blind men’s problem with trying to make sense of the unknown.

The summit shall demystify culture and give insights on how to translate organizational culture into shared sets of values, beliefs and norms that helps diverse individuals within the organization work together in harmony. The following shall be answered in this session:

  • What is culture?
  • Where does it come from?
  • How do I capitalize on culture?
  • How does culture Manifest?

Pillar Two:  Power of Organizational Culture

Organizational culture includes the shared beliefs, norms and values within an organization. For a strategy within an organization to be developed and implemented successfully it must align with the organizational culture. When culture aligns with strategy implementation, an organization is able to operate more efficiently in the global market place. Keeping culture aligned with strategy is a significant challenge given the constantly changing dynamics of markets and the need to adjust and redirect strategy as a result.

Pillar Three:  Driving Organizational Culture

Organizational culture is divided into three levels.

  • There is the level that focuses on organizational artifacts.
  • The espoused values of the organization
  • The underlying beliefs and assumptions in the organization.

Leaders with strong organizations shape a lot of the values and the belief systems in the organization and they help members construct the social reality. A leader who is able to shape the organizational culture positively is able to influence the performance of the organization. The leader’s traits and skills are useful in promoting healthy organizational cultures. Join us in this session to discuss the following:

  • Leading organizational culture?
  • What behaviors do you want to drive in the organization?
  • How do leaders Drive Culture by Driving Behavior?

Pillar Four:  Models for Organizational Culture

Several models for assessing organizational culture exist. Their use depends on what the organization aims to achieve. One of the models that has been in existence and has been heavily researched is the Competing Values Framework (CVF). This validated culture assessment and mapping tool, shall be used in the Summit as an illustration to help you map your current and desired culture. The Competing Values Framework emerged to identify an organization’s effectiveness. Come and learn more on how the model can be used to assess culture in your organization.

Pillar Five: Culture and Innovation

An innovative culture begins with accepting that the world has really changed and there is need to be open to more. Creative thinking and collaboration can be encouraged and rewarded, or in many formal and subtle ways discouraged.

Culture is not one of those soft matters to be dealt with when the real business is done. Culture is a complement to the formal, established roles of doing business.

Pillar Six: Driving Culture and Change

All significant organizational transformations require some level of corporate culture change. All organizational culture change requires leaders to lead differently. Transforming culture will require a mind shift where people cease to attend to the needs of their silos over those of the enterprise. The direction, organizational culture needs to go in the 21st Century, is that of co-creating. This means working together across boundaries in pursuit of win – win outcomes.

 

 



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Key Details

Starts: 20 July 2017

End: 21 July 2017

 

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