Behavioral Implementation:

• The five major issues involved in Behavior Implementation are:– Leadership.– Corporate Culture.– Corporate policies & use of power.– Personal Values & Ethics.– Social Responsibility.

Leadership Implementation:

• The role of appropriate leadership in strategic success is highly significant.

• Leadership plays a critical role in the success and failure of enterprise.

• It is considered as one of the most important elements affecting organizational performance.

Theory of leadership states: A leader must:

• Develop new qualities to perform effectively.• Be a visionary.• Exemplify the values, goals and culture of the

organization.• Pay attention to strategic thinking and

intellectual activities.• Lead by empowering others.• Create leadership at lower levels.• Delegate authority and place emphasis on

motivation.

Styles of Leadership:

• Risk Taking: Willing to take risks.• Technology: Use of planning, qualified personnel

and techniques.• Organicity: Extent of organizational structural

flexibility.• Participation: Involvement of managers.• Coercion: Domination by Top Management.

Corporate Culture

• The phenomenon that often distinguishes good organization from bad organization is termed as Corporate Culture.

• The well managed organizations apparently have distinct cultures that are in some way responsible for their ability to successfully implement strategies.

Why is corporate culture so important?

• To survive and prosper in a ever-changing environment,

adaptability is key

• SA industries need more than gradual adjustment to

changing circumstances; we need to shift paradigms

• The central challenge: to create and lead an adaptive

enterprise

Why is corporate culture so important?

• No CEO can single-handedly make changes to an organisation’s genetic code

• Lasting organisational transformation requires a change in people

– A fundamental shift in ‘the way we do things around here’

– Corporate culture change is a prerequisite for successful business

transformation

• Culture is important:

– because it powerfully influences the behaviour of employees

– because it is difficult to change and

– because its near invisibility makes it hard to address directly

Composition of Corporate Culture:

• It is the set of important assumptions- often unstated – that members of an organization share in common.

• There are two major assumptions in common:– Beliefs.– Values.

• Beliefs are assumptions about reality & are derived and reinforced by experience.

• Values are assumptions about ideals that are desirable and worth striving for.

• When beliefs and values are shared in an organization, they create a corporate culture.

Corporate politics and use of power:

• All corporate cultures include a political component and therefore all organizations are political in nature.

• Organizational members bring with them their likes, dislikes, views, opinions, prejudices and inclinations when they enter organization.

Understanding Power & Politics:

• Power is defined as the ability to influence others and corporate politics is the carrying out of the activities not prescribed by the policies for the purpose of influencing the distribution of advantages within the organization.

• Politics is related to the use of Power but it is not similar.

Changing corporate culture

1. Develop enterprise strategy as “what to focus on” in achieving the vision

2. Design a set of values

3. Identify behaviours needed from management and employees to execute strategy

4. Communicate all of this in coherent and compelling ways

5. Drive for total contextualisation down to an individual levelThe role of every line manager is key

6. Articulate the company’s vision as a concise word picture describing what the organisation aspires to become

Keep it simple, motivational and realistic

• A belief in being the best

• A faith in the ability of employees to make a strong, positive contribution

• A belief in continually identifying and

satisfying the needs of customers

• Recognition that economic growth and

profits are essential to the organisation’s survival

STRONG CULTURES

• A reluctance to “rest on their laurels”

• A belief in the importance of the details

of execution

• A belief in inspiring the best of people,

whatever their ability

• A belief in the benefits of informality to

enhance communication

WEAK CULTURES

• No clear values or beliefs about how to succeed in their business

• Many such beliefs but cannot agree on which are most important

• Different parts of the organisation have fundamentally different beliefs

• The left hand doesn’t know or doesn’t care what the right hand is doing

Ethics

• Orientates our own behaviour and helps to interpret the behaviour of others

• Refer to conduct judged as good or right for counsellors as a professional group

• Refer to our professional behavior and interactions

• Represent the ideal standards expected by the profession

THREE APPROACHES TO ETHICS

• NORMATIVE ETHICS

• DESCRIPTIVE ETHICS

• META-ETHICS

Ethical Decision Making Criteria

A standard way of understanding ethical decision-making is to understand the philosophical basis for making these decisions.

Focus on consequences. According to this criterion, if nobody gets hurt, the decision is ethical. Focusing on consequences is often referred to as utilitarian.

Ethical Decision Making

Focus on the rights of individuals:

The theories underlying this approach are referred to as deontological from the Greek work deon, or duty.

A fundamental idea of deontology is that equal respect must be given all individuals.

Ethical Decision Making

Focus on integrity (virtue ethics).

If the person in question has good character, and genuine motivation and intentions, he or she is behaving ethically.

The decision maker’s environment, or community, helps define what integrity means.

Ethical Decision Making Process• Identify and define the problem• Consider the moral principles• Tune in to your feelings• Consult with colleagues or experts• Involve your client in the decision-making

process• Identify desired outcomes• Consider possible outcomes• Choose and act on your choice

Ethical Decision-MakingGuide

1. Gather the facts.2. Define the ethical

issues (e.g. lying, job discrimination).

3. Identify the affected parties.

4. Identify the consequences.

5. Identify the obligations.

6. Consider your character and integrity.

7. Develop creative potential actions.

8. Check your intuition.

Enhancing Ethical and Socially Responsible Behavior

• Leadership by example

• Written codes of ethical conduct

• Formal mechanisms for ethics problems

• Accepting whistle blowers

• Training in ethics and social responsibility

• Awareness of cross-cultural influences

Benefits of Managing Ethics in the Workplace

• Attention to business ethics has substantially improved society.

• Ethics programs help maintain a moral course in turbulent times.

• Ethics programs cultivate strong teamwork and productivity.

• Ethics programs support employee growth and meaning

Benefits of Managing Ethics in the Workplace

• Ethics programs help avoid criminal acts “of omission” and can lower fines.

• Ethics programs help manage values associated with quality management, strategic planning and diversity management.

• Ethics programs promote a strong public image.

VALUES

• A value refers to the importance a person attaches to something that serves as a guide to action.

• Values can be defined as those things that are important to or valued by someone. That someone can be an individual or, collectively, an organization. One place where values are important is in relation to vision. One of the imperatives for organizational vision is that it must be based on and consistent with the organization's core values.

NEED OF VALUES

• Right and wrong defined by different people may manifest diverse thinking, motivated by each individual’s personal values. Within a work environment, the cultural values that drive business decisions are critical to the organization’s credibility with its employees, customers, and shareholders

• Today, in business, value is about prioritizing individual and operational values for the workplace and establishing codes of value and codes of conduct that ensures that employee behaviors and the internal systems are aligned with those values which in turn affects the performance of the organization.

IMPORTANCE OF VALUES• Key leadership with appropriate values establishes the

moral compass that guides the organization through the complexities of what is right and wrong and how management and staff are therefore expected to behave. Critical then, becomes the ability to manage for ethical outcomes—this is values-based management.

• Values provide the basis for judgment about what is important for the organization to succeed in its core business.

• Values are traits or qualities that are considered worthwhile; they represent an individual’s highest priorities and deeply held driving forces

WHAT ARE MANAGERS EXPECTED TO DO?

• Managerial activities can change as the organizations and their environment change.

• The managers responsibilities have increased as more tasks have been outsourced on them, at the same time they have been stripped of some of their support functions and assistants.

• There are constrains that limit the managers possibilities to chose what to do in their work.

• Some of the constraints are lack of available resources, insufficient experience and training for the new administrative tasks and technological limitations

VALUES FOR INDIAN MANAGERS

Indian managers are moving away from the concept of values and ethics. The lure for maximizing profit is deviating them from the value based managerial behaviour.

There is a need for our managers today both in private and public sectors to develop a set of values and believes that will help them attain the ultimate goals of profits and survival and growth.

MANAGERS NEED TO DEVELOP FOLLOWING VALUES

• Move from the state of inertia to the state of righteous action.

• Move from the state of faithlessness to the state of faith and self-confidence.

• Move from unethical actions to ethical actions.

• Move from untruth to truth.

VALUES FOR WESTERN MANAGERS• Western managers are highly professionals with

excellent analysis power, high professional education and specialization.

• Western managers follows a proper code of conduct and work in the structured formal atmosphere with no place of modesty in their behavior.

• Professional efficiency and work disciplines are the conditions under which western managers perform.

• They consider rules as sacred in their value system.• Western value system teaches contractual

obligations. Managers honour their contracts.• Western managers value principles above its

privilege and they consider this as the best strategy to win