ORGANIZATIONAL CULTURE

Organizational culture is formulated by establishing and implementing cultural levels including symbols, rituals, stories, slogans, behaviors, costumes, architecture, and interior decoration in the offices and the organization’s production and service supply locations, exceptional achievements of the organization and its members, organizational values, business ethics, beliefs, attitudes, emotions, organizational trust, organizational distinctiveness, and organizational traditions. Organizational culture also has a positive impact and always improves cultural levels that create organizational climate and alignment. Cultural levels include values, business ethics, beliefs, attitudes, emotions, organizational trust, organizational uniqueness, and organizational traditions that contribute primarily to the formation, change, and improvement of organizational culture.

BENEFITS OF CHANGING ORGANIZATIONAL CULTURE

Improve engagement of all organizational members; they clearly understand what types of culture need to be changed and implemented, they strive to contribute to changing and implementing successful organizational culture to enhance leadership and organizational trust; improve communication and increase commitment to organizational culture change. Know the outstanding characteristics of the organization to change the appropriate culture, enhance the effectiveness of organizational leadership and people management, increase the loyalty of organizational members, create stability, control effectively, improve strategic management, and improve teamwork. Enhance competitiveness, efficiency, and performance. Know and stay up to date with consumer needs, market trends, and technological changes. Encourage a culture of innovation and creativity to create a positive work environment for achieving business performance and outcomes, etc.

ORGANIZATIONAL VALUES CHANGE AND ITS BENEFITS

Organizational values are a set of feelings, perceptions, and beliefs of organizational members, stakeholders, social communities, and customers about good things in spirit, products, and services that an organization does and provides to increase the welfare and happiness (intangible), worth (tangible) to all internal and external customers. Good things in spirit, products, and services are continually improved will increase positive feelings and stronger beliefs of organizational members, stakeholders, social communities, and customers, these lead to the creation of added value for organizational members, stakeholders, social communities, and customers. Therefore, organizational values are increasingly enhanced.

ORGANIZATIONAL CLIMATE

A good organizational climate or a positive working environment has a strong impact on organizational cultural factors, organizational values, norms, organizational trust, organizational alignment, employee engagement, positive working attitude, motivation system, and reward system, fairness in human resource policies, people development, management development, leadership development, external and internal environment, communication, interaction between processes, and effect of corporate and business policies. The leadership team and management team delegate and align all elements to lead the entire organization to fulfill its mission and achieve its vision and strategic goals through changing and continuously improving the organizational climate and creating a collaborative work environment.

BENEFITS OF ORGANIZATIONAL CLIMATE

A positive work environment with best practices, appropriate behaviors, people are recognized and authorized, fairness in the implementation of human resource policies, orderly and disciplined work environment, there is support and encouragement to improve performance and achieve results that exceed expectations, improve services and products, increase sales and profits, improve leadership and management skills, improve communication, create organizational values, increase mutual respects within the organization, enhance organizational alignment, support growth and development, encourage innovation, creativity and setting new ideas, etc.

ORGANIZATIONAL TRUST

Organizational trust is the trust between stakeholders, community, society, and all organizational members toward the organization/company; organizational trust is a long-term process. Organizational trust is created from organizational culture, organizational values, business and leadership ethics, and organizational climate. The qualities and abilities of each member of the leadership team, management team, and staff in the organization such as benevolence, integrity, beliefs, trustworthiness, awareness, and honesty. Commitment to culture, values, ethics, and external and internal customer satisfaction creates organizational trust.

BENEFITS OF ORGANIZATIONAL TRUST

Increase the loyalty, awareness, and honesty; enhance the commitment of leaders, administrators, supervisors, and all organizational members; increase the trust in the organization; increase the trust of society, the community, and stakeholders in the organization; increase governance and leadership capacity, benevolence, risk management, etc.

TRAINING COURSE ON CHANGING ORGANIZATIONAL CULTURE, CHANGING ORGANIZATIONAL VALUES, CHANGING ORGANIZATIONAL CLIMATE, AND BUILDING ORGANIZATIONAL TRUST

TRAINING METHODOLOGY
DRN highly appreciates and encourages students to prepare to read materials before class and actively participate in class discussions. Interactive instructional methods such as case studies, exercises, and activities will be used throughout the sessions.

PARTICIPANTS

For all members of businesses and organizations’ Organizational Culture Change, Organizational Values Change, Organizational Climate Change, and Organizational Trust Build Consulting Project Team, the Organizational Culture Change, Organizational Values Change, Organizational Climate Change, and Organizational Trust Build training course is held at businesses and organizations’ offices and locations. In addition, students nominated by businesses and organizations to attend Organizational Culture Change, Organizational Values Change, Organizational Climate Change, and Organizational Trust Build training courses do not include the Organizational Culture Change, Organizational Values Change, Organizational Climate Change, and Organizational Trust Build Consulting Project at businesses and organizations’ offices and locations.

OBJECTIVES OF THE TRAINING COURSE
Understand the concepts, foundations, structures, cohesion, and transmission of culture, cultural drivers, challenges of cultural change and development, cultural assessment tools, organizational culture framework, how to use the competing value framework to diagnose and change organizational culture, and how to build an organizational culture profile. Understand organizational values concepts, foundations, structures, forms, and frameworks. Understand motivational system models. Evaluate and change organizational values and how to create shared values. Understand organizational climate concepts, foundations, models, changes, content, premises, outcomes, and practices. Understand organizational trust concepts, foundations, types, origins, benefits, leadership, assessment, cultural leadership, patterns, paradigms, systems, importance, and challenges. Understand the positive interrelationship between organizational culture, values, climate, and trust.

OUTCOMES OF THE TRAINING COURSE
Practical application of culture assessment tools, how to use the competing value framework to diagnose and change organizational culture, and how to build an organizational culture profile. Practical application of organizational values frameworks, motivational system model, assessing and changing organizational values, and how to create shared values. Practical applications that change the organizational climate. Practical applications that build team trust and organizational trust.

TRAINING COURSE CONTENT AND SCHEDULE
Day I
What is organizational culture? Types of organizational culture. Why is culture important? What can managers do to influence/shape culture? Issues in managing cultural change. Structure of culture: Three levels of culture. Aspects of macro cultural context. Cultural intelligence. How culture begins and the role of the organizational founder: a model of how culture emerges in new groups. The role of founders in creating cultures. How do external adaptation and internal integration become cultural? How leaders engage and deliver culture. In-depth illustration of corporate culture concepts. Functions of corporate culture. Company culture is the most important reason for a company’s success. What are the factors that drive company culture? New approaches to company culture. Behavioral economics approach. Neuroscience approaches. Integration and adaptation: central methods for developing corporate culture. Integrated Enterprise Culture Architecture Model. An approach to shaping corporate culture: The cultural excellence process. Stages in the maturity model. Cultural development methods: Levels and measures of intervention. Challenges to corporate culture: Today and tomorrow. An introduction to changing organizational culture. Organizational culture assessment tool. The competing value framework. Build an organizational culture profile. Use the competing values framework to diagnose and change organizational culture.

Day II
Concept of organizational values. Overview of models and relevant equilibrium values. Definition of organizational values. Organizational values in the context of strategic management. The managers’ role in communicating the organization’s values. Structure of organizational values. Forms of organizational values: Form of espoused values, form of attributed values, form of shared values, form of aspirational values. The values of sustainable organizations. Develop employee values that are compatible with the organization’s values. What is real value? The impact of culture on values creation. Create values and culture. Values creation and leaders. The primary role of a leader is to create values. Leaders must have values. Future leaders and values creation. Trust creates value. Creating values for the transformational growth of an organization. Future leaders must transform through value creation. How to transform” Transforming companies through value creation, not value destruction: The balancing act. Create shared value. What is value? What values? Organizational development values. Motivation system model. Values and personality. A system’s approach to culture. Assess and change values. Practice exercises on organizational values.

Day III
Define organizational climate. Organizational culture versus organizational climate. Safe climate and workplace safety. A conceptual model to summarize the antecedents of psychological safety climate. Situational factors are the antecedents of a psychologically and organizationally safe climate. Interpersonal interactions as antecedents of psychological and organizational safety climate. Personal factors are the antecedents of a psychologically safe atmosphere. Why are culture and climate-relevant? Determine the culture and climate. The relationship between organizational climate and job satisfaction. Organizational climate, passion for work, and organizational commitment. The influence of organizational climate on employee performance. The influence of organizational climate on happiness at work. Happiness at work mediates the impact of organizational climate on employee performance. Content of the climate. The premise of atmosphere. The outcomes of climate. Overlap and confusion between culture and climate. Organizational practices: mechanisms linking culture and climate. The emergence of organizational climate. Climate change. The model integrates culture and climate. The relationship between culture and climate.

Day IV
Types of trust. Origin of trust. Model of organizational trust. The benefits of trust. Breakdowns in trusting relationships. Breakdowns in trusting relationships.

Barriers to building an organizational culture of trust. Leadership, Leadership trust, and organizational trust. Assess organizational trust. Lead a culture of organizational trust. Globalization and cross-cultural models of organizational trust culture, values, and climate. Patterns of organizational trust. Definition of trust. Build trust between individuals within an organization. The importance of trust in times of turbulent change. Different cultural contexts and their impact on trust. Time and build relationships of trust.

Trust and culture in family firms. Organizations with high trust and strong cultures. Family expansion and the development of trusting relationships. How CEOs build trust with family company owners. Build trust through legitimate formal and informal control mechanisms. Building trust by enhancing the legitimacy of family firm CEOs: apply convention theory. Credibility challenges. Develop relationships of trust. Trust, risk, and control systems. Mutuality of trust. Effect, emotions, and impact on trust. Breach and Repair of Credibility. The concept of loss of trust. How to build team and organizational trust? Practice team and organizational credibility exercises.

Day V

Groups practice activities and exercises on changing culture, changing values, changing organizational climate, and building organizational trust.

INSTRUCTION LANGUAGES
Vietnamese or English

TRAINER
Dr. Phuoc D. Nguyen

TRAINING METHODS
Participate in classes directly at the Business location

ASSESSMENT 
Groups practice changing culture, changing values, changing organizational climate, and building organizational trust.