Managing Organizational Culture is a highly participative two-day workshop developed by GROVEWELL for the School of Industrial & Labor Relations (SILR) of Cornell University. For several years it was part of the Core Curriculum for SILR's Leadership Certificate.
Organizational culture refers to the values, norms, beliefs, and practices that govern how an institution functions. At the most basic level, organizational culture defines the assumptions that employees make as they carry out their work.
Report of the Columbia Accident Investigation Board, 2003
The Learn More button will bring a swift response from managing partner Cornelius Grove.
Course Overview and Outline
The objective of this course is to provide managers with specific ideas about what they can do, and what they can influence colleagues and subordinates to do, in order to enable the day-to-day practices and procedures of their unit to be more aligned with the cultural values it claims to have.
To pave the way for that outcome, managers need an understanding of "culture," and specifically of "organizational culture." As well, they need knowledge and techniques for diagnosing the culture of their unit; these are learned during the first training day and part of the second.
This Course is delivered in five sections
Section I: What Is Culture?
This question is answered through completion of the 3-hour business simulation, Randömia Balloon Factory. For details, visit this website's Randömia Balloon Factory page.
Section II: What Is Organizational Culture?
Participants address culture in two of its manifestations: (a) Briefly, culture as applied to work and work relationships within the United States or Europe, and (b) More thoroughly, culture as applied to work and work relationships within an organization.
Section III: Diagnosing Organizational Culture.
This section, the heart of the course, is grounded in Edgar H. Schein's Organizational Culture and Leadership. Participants are led through four sequential steps:
- Describe the culture's artifacts.
- Identify the culture's espoused values.
- Identify the culture's underlying assumptions.
- Decide if the assumptions aid or hinder hoped-for improvements in their unit.
Section IV: Managing Organizational Culture.
Assumptions that aid hoped-for improvements are addressed first, the goal being to identify action steps that participants can apply. Assumptions that hinder hoped-for improvements are dealt with second, the goal being for participants to recognize the enormous costs that must be borne if genuine culture change is to occur.
Section V: Final Activity and Commitments.
This section differs for each participant group. At its heart is the intention of generating participant commitment to return to the office and actually apply the action steps generated during Section IV.
|Learn more about our course on GLOBAL LEADERSHIP ESSENTIALS.|
|It's GROVEWELL's 2- or 3-day hit-the-ground-running course for corporate leaders with little global experience.|
CONTRACTUAL AND FEE-RELATED INFORMATION
- Clients arrange for our global leadership training services by means of either a formal contracting processes or an informal agreement. We adapt to each client’s requirements. We do not require an elaborate contract.
- Our fees are largely determined by the number of trainers and the duration of the training. (We do not charge on a per-participant basis.) For a half-day or less of on-client-site leadership training, we charge 75% of our full day rate.
- Additional fees might apply in some cases, such as for development, customization, or materials design. Any expenses – trainer travel, materials shipping, etc. – are passed on to our client at cost.
- We authorize training to occur after we receive verification from our client that our invoices will be honored. Usually, verification occurs by means of a Purchase Order number.
- For details, contact managing partner Cornelius Grove using the Learn More button, or phone him at +1-718-492-1896.