413 - Values Presentation
Download as PPTX, PDF1 like351 views
The document discusses building a foundation for a high performance culture through establishing a shared vision and values. It outlines the vision to be known worldwide for academic excellence and making a real difference. Core values discussed include honesty, integrity, professionalism, customer focus, confidence and excellence. The document also describes tools used to embed the values through consultation, workshops, performance reviews and leader role modeling. It emphasizes adjusting to change, developing oneself and others, and achieving results.
![Construction Tools and Support Structure
„ Consultation “Make sure values capture what is most important,
relevant and real to everyone in your company.”
„ Project website and podcasts
“Choose values your people will take
„ Values Champions’ Pow-wows personally.”
„ Workshops and Cafes
„ Performance Appraisals “Consistently and systematically reward
„ Stories behaviours that align with your values.”
„ Awards
„ Tendering
„ Student admissions “Allow individuals to decide for themselves if
they fit and can thrive there.”
„ Staff and Faculty recruitment
„ Leadership role modelling
“Leaders should work hardest to model the
values … leaders [must be] prepared to serve as
models.”
- Stephen Parker and David Rippey, Leadership Excellence, Sep 2011
6](https://image.slidesharecdn.com/413-valuespresentation-120419034211-phpapp01/85/413-Values-Presentation-6-320.jpg)
413 - Values Presentation
- 1. Values: building a foundation for a high performance culture
- 2. Vision and Values „ Vision: our image of a possible and desirable future state, one that serves to unite and inspire all stakeholders. What? “We will be known worldwide as a place where the highest academic values and educational innovation are cherished, where research prospers and makes a real difference, and where the fruits of scholarship resonate throughout society.” Who? “We are recognized as a national university of choice for quality education, applied research that drives regional economic development, and enjoys international accreditation.” Who? Why? „ Values: the reflection and embodiment of the character, energy and spirit of our organisation; qualities we believe are vital to realising our vision and will help to preserve and build on what is unique and cherished about the School. What? “honesty, integrity, professionalism and accountability in relationships with our customers and each other.” Who? “customer focus, confidence, empowerment, excellence, integrity, innovation …” Who? Why? 2
- 3. Survey of Faults and Identification of Challenges Before: After: “To become the pre-eminent business school “To have a profound impact on the way the in the world.” world does business.” Me We Different cultures and values between Shared values departments - Involved in decision-making, striving - Working in silos, hierarchy, no voice together to be the best we can be Podcast 1 3
- 4. Laying the Foundation Admitting bigger and better Toda quality applicant pools. y We Mar 2012 Nov Assessing performance. 2011 Application Selecting aligned contractors. Jun Workshops and Cafes. 2011 Embedding Values. Brand Academy and Distillation promise. Who are we? What makes us Exploration special? How do we operate? What do we aim to achieve in the future? Sep 2009 Me Staff Faculty Suppliers Students Alumni 4
- 5. School Vision and Values
- 6. Construction Tools and Support Structure „ Consultation “Make sure values capture what is most important, relevant and real to everyone in your company.” „ Project website and podcasts “Choose values your people will take „ Values Champions’ Pow-wows personally.” „ Workshops and Cafes „ Performance Appraisals “Consistently and systematically reward „ Stories behaviours that align with your values.” „ Awards „ Tendering „ Student admissions “Allow individuals to decide for themselves if they fit and can thrive there.” „ Staff and Faculty recruitment „ Leadership role modelling “Leaders should work hardest to model the values … leaders [must be] prepared to serve as models.” - Stephen Parker and David Rippey, Leadership Excellence, Sep 2011 6
- 7. Reinforcing the AUA Vision, Values and Professional Behaviours The AUA exists to advance and promote the professional recognition and development of all who work in professional services roles in higher education, and to be an authoritative advocate and champion for the section. AUA members are individually and collectively committed to: •the continuous development of their own and others' professional knowledge, skills and practices; •actively championing equality of educational and professional opportunity; •the advancement of higher education through the robust application of professional knowledge, skills and practices; •the highest standards of fair, ethical and transparent professional behaviour. 7
- 8. Values Support Structure “Help yourself and others to reach full 1) Developing Self and Others: potential for the benefit of the wider Staff Personal Reviews: transition organisation.” from competencies to values; • Use all situations as potential emphasis on “how” learning opportunities • Learn from mistakes without blame • Engage positively with appraisal processes Ambitious Courageou - Jan Shine, AUA Newslink No. 69 s “Adjusting to unfamiliar 2) Embracing Change: situations, demands and changing roles. Seeing change as an opportunity and being Values Champions: living and receptive to new ideas.” breathing the values, moving from • Accept that change is an integral Me to We part of life • Remain positive about moving forward despite being realistic Communa Engaged about the difficulty of change l • Communicate change in a positive manner through influencing and persuasion 3) Achieving Results: celebrate Podcast 4 - Jan Shine, AUA Newslink No.72 successes! 8
- 9. Practical Applications Developing Self Embracing Achieving and Change Results Others My Performance and institution My department My team Results Me 9
- 10. Values Workshops
- 11. Values Stories
- 12. Values Certificates and Mini-prizes
- 13. Conclusion „ Recommendations and tips “ … it’s not the words that make a difference; it’s the conversation.” - Rosebeth Kanter, HBR, 2010 Questions or comments? Contact: Eleanor Eiserman, Finance Subject Area Manager and Values Champion eeiserman@london.edu 13
- 14. Bibliography Buffton, B, W. Sullivan, and R. Sullivan. “ Aligning individual and organisational values to support change.” Journal of Change Management. (March). 2002: 247- 254. Chonko, L, S. Hunt, and V. Wood. “Ethical Values and Organizational Commitment in Marketing.” The Journal of Marketing. Vol. 53, No. 3 (July ).1989: 79-90. Den Hartog, D and R. Verburg. “High performance work systems, organisational culture and firm effectiveness.” Human Resource Management Journal. Vol. 14, No. 1. 2004: 55-78. Kanter, R. “Getting Values from Values.” Harvard Business Review. Online Edition. 2010. Parker, S. and D. Rippey. “Corporate Values: what makes them valuable?” Leadership Excellence. September 2011: 15. Ross, H. Reinventing Diversity. Rowman and Littlefield Publishers: Plymouth, 2011. Shine, J. “Developing Self and Others.” AUA Newslink. Issue Number 69. 2011: 10-11. Shine, J. “Embracing Change.” AUA Newslink. Issue 72. 2012: 10-11. 14
Editor's Notes
- #4: Podcast 1