This insightful, practical course is designed for HR leaders and other executives who are tasked with building a high-performance culture for competitive advantage. The course is based on the instructor’s proprietary, research-based methodology―Organizational Archaeology™― which is designed to help optimize corporate culture. An accompanying 80-page (Adobe PDF) workbook contains data-collection strategies and planning grids to apply the skills presented in the course in real-life culture improvement initiatives. The guidance in “Building a High-Performance Culture" using Organizational Archaeology is intended for culture management―but is also vital knowledge for leaders hoping to
avoid “culture clash” in mergers, acquisitions and strategic business alliances
This lecture is an introduction to the process of building a high-performance culture for competitive advantage using Organizational Archaeology. The format of the course is described, and the learning objectives are presented. The lesson also discusses the research on which the course subject matter and workbook are based.
This lecture provides an overview of the Organizational Archaeology methodology, which is centered on identifying―and evaluating―specific cultural traits. It introduces the concept of cultural “artifacts” as the units of analysis and management in implementing Organizational Archaeology.
This lecture provides an introduction to the types of cultural traits that appear in organizations of all sizes. These traits, also known as “artifacts,” are studied in Organizational Archaeology. This lesson delivers an overview of the three types of artifacts: social, material and ideological.
The lecture discusses social culture and artifacts, which describe how a culture is structured in terms of its members’ roles and responsibilities. The 10 social artifacts in Organizational Archaeology are identified and discussed.
Social artifacts relate to what aspect of a company's culture?
This lecture focuses on material culture and artifacts, which refer to how people in an organization work with and support one another in producing their market offerings (products and/or services). Ten (10) material artifacts are identified and discussed.
Material artifacts relate to what aspect of a company's culture?
This lecture addresses ideological culture and artifacts, which describe a culture’s core values, beliefs and ideals―and the guidelines that govern people’s conduct and day-to-day activities. Ten (10) ideological artifacts are identified and discussed.
This lecture discusses key communication issues involved in studying culture. These include analyzing how terms, expressions and language unique to the culture help to define it. The lesson also focuses on the concept and significance of physical symbols that appear in the culture’s physical work space.
Why are symbols important in studying corporate culture?
This lecture details how to apply Organizational Archaeology through four inter-related activities. Guidance is provided on identifying, prioritizing and managing cultural traits of the greatest strategic significance.
This lecture summarizes the main principles of culture analysis and management using Organizational Archaeology. It recounts the course guidance and presents a class project to facilitate an understanding of the broader applications of cultural analysis.
Mark N. Clemente, MA is an award-winning writer, communication consultant, and corporate trainer. He is the author of five books and dozens of journal articles and research studies on business communication.
Mark has served as a senior writer in the advertising and PR units of the renowned communications agency, Ogilvy & Mather. He has also held senior communication positions with such firms as Alexander & Alexander Consulting Group, Coopers & Lybrand, and Howard J. Rubenstein Associates. As a consultant in corporate and organizational communication, his clients have included Alcatel-Lucent, The Boston Consulting Group, Novartis, IBM, Aon Consulting, CSC, and Deloitte & Touche.
An internationally recognized speaker, Mark has conducted workshops for such groups as the American Management Association, the Association for Corporate Growth, Cornell University School of Law, International School of Management, the Society for Human Resource Management (SHRM), and the Strategic Research Institute.
Mark has been an editorial contributor to prominent business journals and has been published and quoted widely in such publications as IndustryWeek, Human Resource Executive, The New York Times, the Washington Post, Harvard Management Update, Sales & Marketing Management, Merger & Acquisition Advisor and Executive Leadership.
Mark holds a master's degree in strategic communication, and has taught college-level courses in speech communication and sociology.