1. Introduction
On every organization’s goal is to have a workforce that reflects the diversity of the communities in which they operate. It is a necessary strategic asset for them to outperform comparing to their competitors in which they want to succeed. Diversity is about acknowledging differences and leveraging the full range of people’s knowledge, opinions and ideas to ensure the best possible business outcomes. Therefore, all the world’s corporations committed to establishing a workforce that reflects the diversity of the communities in which they operate and a culture that values and leverages the unique perspectives that all of their people bring to their firms. To achieve their business goals or objectives set, most managers in our digital age pay more attention on the ways of how they manage their organizational culture, as the example this paper will be explored about ANZ Royal Bank Cambodia Ltd, one of the international standard banks in Cambodia, to understand how they formulate and implement the contribution of managing culture and its interrelation between leadership, organizational structure, motivation, power, and strategic management concepts effectively and efficiently in order to permanently challenge and seize the market share as much as possible.
2. What is the Organizational Culture?

All organizations, whether a family, a sports club or a business, have a culture which is the strength of making one organisation great versus another. Culture is the combination of the knowledge, ideas, behaviours, and material creations that are learned, shared, and transmitted primarily through the symbolic system of language. Knowing your culture will help you: • Follow a clear set of rules and guidelines for your actions. You are less likely to take the easy way out or chase after short-term gains at the expense of your long-term goals. • Make good decisions. You quickly know what are good choices for you and what are not. • Find compatible people, places, and things that support your way of living. • Live with integrity. Integrity here doesn't mean honesty or honor. Integrity means wholeness or completeness - being a whole person. Nothing left out. Being true to yourself 2.1 Organizational Culture: is organizational studied and management which describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values) of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization.[1] 2.2 Leadership: Being a Leader is to instruct, guide, motivate and empower moreover be flexible according to the curcumstance. Leaders can shape the culture of their organizations by:

• What they pay attention to and notice

• Their reactions to problems and crises

• Role modelleng, caoching, mentoring and teaching

• Their criteria for selection, reward, promotion and punishment or sanction

• Their influence on organizational structure and policy[2]

2.3 Motivation: is a set of forces that leads people to behave or to cause somebody to act in particular way. Motivation, like intelligence, cannot be directly observed. Instead, motivation can only be inferred by noting a person’s behavior.[3] Naturally, motivation can be seen in material and non-material forms such as reward, encouragement, feeling, emotion, mood, and so on. In any form, management in an organization should focus much on it in order that people who are working with or for them have enough energy to fulfill their work effectively and efficiently. If it is not, most work won’t go smoothly. Motivation can be set up fruitfully unless the needs of employees are clearly identified. It is not logical for a sole level of need to fit and satisfy all employees. Need is different between white-collar worker and blue-collar worker. Individual working at the lower level needs salary increment, bonus, promotion, or sometimes wants their manager to redesign their work process and equip extra training for working improvement in response to the challenging working environment.
According to the Abraham H. Maslow’s theory, there are five hierarchy of needs and he believe that each need level must be satisfied before the level above it becomes important.

Figure: The Hierarchy of Needs, Maslow’s hierarchy of need consist of five basic categories of needs. This figure illustrates both general and organization example of each type of need. Each individual has a wide variety of specific need within each category.

This figure shows that the three sets of the needs at the bottom of the hierarchy are called deficiency needs, because they must be satisfied of the individual to be fundamentally comfortable. The top two sets of needs are termed growth needs, because they focus on personal growth and development. The most basic in the hierarchy needs are physical needs. They include the need of food sex, and air. Next in the hierarchy are security needs: thing that offers security and safety, such as housing, clothing, and freedom from worry and nervousness. Belongingness needs, the third level in the hierarchy, are primarily social. For instance, the need of love and affection and the need to be accepted by peer. The forth level, esteem needs, actually encompasses two slightly different kinds of needs: the need for a positive self image and self respect and the need to e respected by others. At the top of the hierarchy are self-actualization needs. These involve realizing our full potential and becoming all that we can be.[4]

2.4 Power: is the ability to control people or things or to do something. It can be a political control of a country or an area. Power is not a characteristic of any one individual; rather, it is defined in terms of relationships and transactions between people. Power is crucial to the achievement the individual goals, the resolution of conflicts, and to communication competency within a group. Power is a natural process in any group or organization. Power is decision making, exercised in formal institutions and can be measured it by the outcomes of decisions. View of power involves in a focus on decision making behavior on issues over which there is an observable conflict of subjective interests, seen as express policy preferences, revealed by political participation. We can see that power comes from influence and knowledge. The sources come from public relations, social influences, as individual’s moral persuasion, as skills or ability, knowledge, property as their money or material resources and force.

2.5 Strategic Management: is a field of inquiry that focuses on the organization as a whole and its interactions with its environment. Strategic Management is a set of managerial decisions and action that determines the long-run performance of each organization, which includes environmental scanning both internal and external. People often possess both leadership and management traits, as many people in daily circumstances use management skills, leadership skills, and a combination of both. There are slight differences through which we can differentiate between management and leadership. However, not all good managers are necessarily good leaders and not all good leaders are good managers. The qualities, skill sets and personalities that make a good leaders are often little different for a manager. For example, leader should be able to lead people, while managers must be detail oriented so that they can make good business decisions. Similarly, leaders focus on big picture and look for people, while management looks for detail and the profitability of the company.[5] The involvement of teams in the strategic management process greatly facilitates its successful implementation.[6]

3. Dimensions of Organizational Culture

The simplicity or complexity dimension of culture refers to the quantity cultural artifacts; beliefs and assumptions, the diversity of such items, and the number of embedded subcultures and their relationship to the dominant culture.[7] According to Abhay’s presentation, there are seven dimensions of organizational culture. They are Innovation and Risk Taking, Attention to Detail, Outcome Orientation, People Orientation, Team Orientation, Aggressiveness, and Stability. However, here I will discuss mainly one of the basic dimensions of culture, which is call team orientation.

3.1 Team Orientation: a team means the idea of a group working towards a defined or shared set of objectives.[8] The abbreviation of team is

•T: Together

•E: Everyone

•A: Achieve

•M: Magic

Figure: The Understanding of group and Team

Above chart also can help you to understand some on how networking can be build in the connection of motivation and power.[9]
Team can be inactive and satisfied, therefore manager must pay attention to the team even teams are mature and performing effectively. Manager need to work close with team to support, advice, guidance, and training if these teams are to continue to improve. Where the teamwork is effectively managed, the organization will be increased employee motivation, higher levels of productivity, increased employee satisfaction, and common commitment to goals, expanded job skills, and organizational flexibility.

4. Strong and Weak Cultures

Strong Cultures: is key values are intensely held and widely shared, where culture is strong - people do things because they believe it is the right thing to do

According to Bate (1994) there are the 6 processes of strong culture:

1. Taking care of people

2. Giving people their head

3. Having fun

4. Giving personal gift

5. Spelling it out

6. Getting heavy[10]

As the example, a strong culture that ANZ Royal has created is motivating their people to speak up. Referring to one of the company’s value “Respect “ is to value every voice: they treat all people with respect and dignity, they value all contributions and unique talents, build trusted relationships with their diverse stakeholders. They are passionate about supporting their customers, communities and people – others success is their success. Actively explore and listen to the needs of the customers, deliver the company promise to their customers and communities, most importantly is to understand ANZ Royal Bank’s vision is to be the foremost bank in Cambodia that builds deeper customer relationships, with a reputation for trust, convenience, superior customer service and innovative solutions”.

People have the power and responsibility to speak up. The quality of our relationships, or lack of, are determined by our willingness to enforce the boundaries of what we will and won’t allow others to say or to do to us. You can begin to change the world by modeling the behavior we all need from each other the most; listen to their voices and react like you would want others to do for you. It’s simple, but not easy to change.

Weak Cultures: is the key values are not intensely held and not widely shared Conversely, there is a weak culture where there is little alignment with organizational values and control must be exercised through extensive procedures and bureaucracy. It is in contrast to strong culture.

5. How does the Culture can be created in the Organization?

Reaching a high performance is the combination of three factors, an employee must want to do the job (motivation), must be able to do the job (ability), and must has the material, resource, and equipment to do the job (environment).[11]
As the example, we will examine on one local company in Cambodia to see how do their employee learn the company’s culture, and develop their employee to be outperformers and the process of the company in management appraisal.
ANZ Royal Bank Cambodia Ltd is one of the most successful business banking and also an international standard company in Cambodia within the past five years for its operation. ANZ Royal Bank has been awarded the 2007 Financial Insights Innovation by Financial Insights Asia Pacific in Singapore, following the award given by the London publication “The Banker” as the Cambodian Bank of the Year in 2006. In 2008 ANZ Royal Bank opened over 80, 000 customer accounts and employed over 500 staffs.[12] The vision of ANZ Royal Bank is to be the foremost bank in Cambodia that builds deeper customer relationship with reputation for trust, convenience superior customer service and innovative solutions.[13] The managements believe that each individual employee contributes to bank’s success, so effective performance management is essential to achieve the super regional aspirations.

One of the things that the senior management team of ANZ Royal Bank passionate about is making ANZ Royal a great place to work, a place where they want to demonstrate to their people that ANZ Royal is different. They trust their staff, and they want their staff to trust the company’s management. Therefore, managing employees' performance is critical for the success of the business and the ongoing development of their people. As part of ANZ Royal Bank’s Performance Management Framework, it is expected all staff should have a performance plan or objectives in place from the beginning of the performance cycle. Having a clear understanding of what is expected and how this will contribute to business’s overall performance is essential to set up for outperformance.

5.1 ANZ Royal Bank Performance Management Framework

Performance management framework is essential about clarifying what is expected from employees each year, and managing them to meet or exceed these expectations. Where expectations are not met, management team will find ways to assist their employees to get back on track. Diversity framework is designed to support the development of an outperformance culture and ANZ Royal’s super regional strategy. The diversity agenda will include a more specific focus on ethnic/cultural diversity, an emphasis on internal execution of diversity strategies, and reflect a clear link between diversity and business results. To outperform, an employee must consistently work on an outstanding level both in what and how they achieve it. They must demonstrate the ANZ Royal Values of Integrity, Collaboration, Accountability, Respect and Excellence, and deliver above and beyond the requirements of their role and across all facets of their areas of responsibility, including the way they behave, and their risk and compliance standards. Different roles will have a different definition of outperformance, depending on their operating environment. Part of the performance management process is to determine, with employees, what outperformance would look like for their particular role in the coming year.

5.2 Performance Management Curve:

Relative Performance Outcome Definitions • Performance Standards: Quality of outputs against each of the objectives and associated measures. • Outperformance: Outperformance is achieving an outstanding level of performance that directly contributes to the company achieving its strategic business goals • Outstanding Performance (Top 5%): At all times exceeds performance standards for their role relative to peers, continually stretches personal capability, independently takes on greater responsibility and contributes at a level that strongly differentiates their contribution to the organisation relative to peers Consistently demonstrates outperformance in their role relative to peers. • Highly Valued Performance (Next 15%): Consistently exceeds performance standards for their role relative to peers Often demonstrates stretch performance and assumes greater responsibility than what is required for their role relative to peers Enhances contribution by identifying and engaging in activities beyond stated requirements for role relative to peers Regularly but does not always demonstrate outperformance in their role relative to peers • Valued Performance (Middle 65%): Meets and at times exceeds performance standards for their role relative to peers Often shows initiative beyond required level for their role relative to peers. • Inconsistent Performance (Next 10): Inconsistently meets the performance standards for their role relative to peers, shows limited ability to determine work requirements and associated responsibilities, requires a greater level of supervision and support in their role relative to peers, may have a few areas of strength but is inconsistent and never demonstrates outperformance in their role relative to peers.

5.3 Organizational Chart[14]

6. Conclusion

ANZ Royal Bank’s strategic goal is to be an outperforming, super regional bank. To reach that goal requires an outperformance culture: delivering exceptional service and returns to their people, their customers and the communities within which they operate. To create that culture means inspiring and supporting their people to do their best. They need to understand how their role contributes to their team, their business and the strategic direction. They need to be clear on what is expected of their employee and what target performance and outperformance looks like at an individual level. According to Performance Management Curve and Relative Performance Outcome Definitions above, we can see that strategic management of the bank is a performance base, which require employees must be very talent and very challenging as they have to be the best performance in order to become an outperformers comparing to the peers. In addition to continuing their efforts in providing many opportunities for career progression, ANZ Royal Bank has developed a very strict succession and development planning program to up-skill their local staffs with the long term objective to localize senior expatriate roles. This is being achieved by sending their local staff to work offshore in Australia or New Zealand or ANZ for a period of 12-18 months to gain the experience, develop to international working standards and to broaden the network. However, the process is seen as being top down and attempts to involve people in defining and agreeing performance targets are viewed as rather meaningless and a ‘waste of time’, if when a target is unachievable the employee stop trying – this means the company achieve even less than if it had been given a target it could sensibly aim for.
In today’s economy, to become a successful entrepreneur, one has to be well familiar with most things of his or her staff in order to make sure that strategies can be carried out effectively in response to goal setting since they are the key cells in the business. Each manager or leader not only focuses on the benefit of business or himself or herself but also do some right things for the sake of people at lower level. It has been seen that successful leaders very often are well aware of motivating their subordinates in a fair and equity manner, no matter what it is in either material, psychological or spiritual aspects.

Reference

Textbook Sources:

• Stephen Linstead, Liz Fuloperto, Simon Lilley, Management & Organization, A Critical Text, 2nd Edtion, 2009 • Moorhead Griffin, Organizational Behavior, Six Edition, 2000

• ANZ Royal bank’s Annual Report 2007 • ANZ Royal Bank’s Annual Report 2009 • Understand of Group and Team, Prentice Hall, 1999, Chapter 14

Internet/Electronic Source:

• Internal and confidential Source and information: <max.com>, accessed in 30 February and 15 March 2011

• Organizational Culture: <http://en.wikipedia.org/wiki/organizationalculture >, accessed on 10 March 2011 • ANZ Royal Bank Bank 2010: <www.anzroyal.com>, access on 30 March 2011 • Strategic Management: <http://www.megaessays.com/viewpaper/201844.html>, accessed on 30 March 2011 • Strategic Management: <www.resources.bnet.com/topic/strategic+management.html>, accessed on 30 March 2011[pic]
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[1] http://en.wikipedia.org/wiki/organizationalculture
[2] Management & Organization of Stephen Linstead, Liz Fuloperto, Simon Lilley p. 166&167
[3] Moorhead Griffin, Organizational Behavior, Six Edition, 2000 p.115
[4] Organization Behavior, Moorhead Griffin, Sixth Edition, p.121
[5] http://www.megaessays.com/viewpaper/201844.html
[6] www.resources.bnet.com/topic/strategic+management.html
[7] Management & Organization of Stephen Linstead, Liz Fuloperto, Simon Lilley p. 159
[8] Management & Organization of Stephen Linstead, Liz Fuloperto, Simon Lilley p. 568
[9] Prentice Hall, 1999, Chapter 14
[10] Management & Organization of Stephen Linstead, Liz Fuloperto, Simon Lilley p. 161

[11] Organization Behavior, Moorhead Griffin, Sixth Edition, p.116
[12] www.anzroyal.com
[13] ANZ Royal bank’s annual report 2007
[14] ANZ Royal Bank’s Annual Report 2009

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Organization Example

Challenging Job

Job Title

Friend in Work Group

Pension Plan

Base Salary

Esteem Needs

Belongingness Need

Security Needs

Physiological Needs

Self-

Actualization

Needs

General Example

Achievement

Status

Friendship

Stability

Sustenance

Chief Executive Officer

Commercial Banking

[pic]

Operation

Finance

Retail Banking

Risk

24/7

Call Center

Human Resource

Cards POS

ATMs

Corporate & Intuitional Relationships

Corporate & Institutional Banking

Payments & Cash Management

Premier Banking

Corporate Affairs

Markets

Marketing

Trade &

Supply Chain

Branches