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1、1What Culture IsWhat Culture Is2Cultural artifacts and manifestationsCulture is visible all around the organisation in many artifacts and manifestations,such as performance standards,icons,myths and stories,rituals,traditions,the language people adopt,and the way relationships are encouraged to deve
2、lop.ValuesBeliefsClimateClimateNormsNormsSymbolsSymbolsPhilosophyPhilosophyThe core or essence of culture Its underpinningsValues and beliefs are the deeply seated underpinnings that influence individual and organisational behaviour every day.For example:They influence the way people are rewarded(co
3、llectively/individually/both)or the way they are encouraged to ask permission before taking risksSource:The Paradox Principles,The PwC Change Integration Team,1996.What Culture IsWhat Culture IsCulture is the combination of the values and beliefs that provide direction and energy to what people do e
4、ach day3LeadershipactionsPerformancemeasuresPeople practicesVision,purpose,and strategyStructureCompetitivecontextClimateNormsSymbolsPhilosophyValuesBeliefsBehavioursDecisionsPERFORMANCEShapersCreation,reflection,reinforcement of cultureManifestationsContent and manifestations of cultureImpactImpact
5、 onorganisationalinteractionsResultsEffect on business resultsSource:The Paradox Principles,The PwC Change Integration Team,Irwin,1996.What Culture IsWhat Culture IsThe effect of culture on competitive performance builds in layers4What Culture IsWhat Culture IsCulture and values need to be seen in t
6、he context of the whole organisation and its business systemMission/Vision/Business ObjectivesOrganizational purposeLong-term objectivesMultiple-year goals&metricsProduct/service linesCorporate and Business StrategiesMarketsCustomersOfferingsCompetitive basisShareholder value driversOrganizationStru
7、ctureFormal structureSupporting relationshipsLevels of authorityAlliance managementIntegrating mechanismsLeadershipDirection setting and communicationOrganization mobilization Standard settingOrganizationCultureValues and beliefsUnderlying assumptionsClimate,norms,symbols,philosophyDecisions and beh
8、aviorsRegional and national culturesBusiness ProcessesProduct/service operationsSupport/logisticsSupply chain managementMarket and customer managementPeopleTask requirementsIndividual competencies,skills and abilitiesTalent mix relative to strategyWork units/teamsIndividual behavior,and needs/values
9、 fitExternalProfitabilityUtilizationROA/EVAROCCustomer satisfactionMarket shareRevenueRepeat buyersNumber of customer complaintsCompany imageCompetitive cost positionsRelative R&D expendituresRelative labor costs(Many others)DIRECTION/IDENTITY FACTORSOPERATIONAL FACTORSExternalEnvironmentFEEDBACKCus
10、tomersCompetitorsSuppliersTechnologyIndustry structureFinancial marketsLabor marketsRegulation/legislationCommunityCore CompetenciesProductivityWork unit climateWorkforce motivationChange capabilityIndividual performanceFirst-pass qualityNumber of new products/innovationsDesign cycle timeTransaction
11、 process timeCosts(Many others)InternalORGANIZATION PERFORMANCETechnologyCore productManufacturingR&DResource allocationOperational strategyWork designFinancial managementChange managementStaff functionsManagement practicesCommunication Performance managementHuman Resource managementPolicies,practic
12、es and proceduresKnowledge acquisition and deploymentTransaction processingFacilitiesManagement InfrastructureManagement ProcessesInformation ManagementIT strategyIT architectureIT systemsBusiness Planning5Values can seem a vague concept.What do values really DO in organisations?People who share com
13、mon values will help each other,generating teamwork and adding value through shared solutionsCreative people can work efficiently on their own toward commonly held goals and can share the long time horizons needed for innovative successPeople at distant points in the organisation can be trusted to u
14、se their intuition to solve problems in ways that are consistent with organisation purposesPeople work harder to fulfill values they believe in,thus enhancing personal motivation and enterprise productivityCommon values create group identity,improve morale,and eliminate the need for more detailed co
15、ntrolsCommonly held values tend to minimise squabbles,decrease internal friction,and reduce time needed to manage themHigh-morale organisations will band together,and work intensively to solve critical problemsWhat Culture IsWhat Culture IsConsistent values will attract people who genuinely want to
16、work for the company,and mutually held values create the trust needed for flexibility and effectivenessTrust,created by common values,allows efficient delegation.People work independently toward commonly held goalsValue-activated people will consciously seek new opportunities to fulfill these values
17、 and will not waste time on those that do notPRODUCTIVITYPRODUCTIVITYFOCUSFOCUSADDED VALUEADDED VALUESource:The Paradox Principles,The PwC Change Integration Team,Irwin,1996.6Behaviours and decisions have a very real and powerful impact on organisational and individual activityWhat Culture IsWhat Cu
18、lture IsValues and beliefs drive shared patterns of behaviourlCustomer facing behaviourlStrategic behaviourlOperational behaviourlDecision making behaviourlInformation-flow behaviourlLeadership behaviourlManagerial behaviourlSupervisory behaviourlStaff behaviourHigh performance for an organisation i
19、s,to a large degree,a function of the right behaviours and the right decisions on the part of its people7What Culture IsWhat Culture IsValues and beliefs have a direct bearing on the decisions made by managers and employees.Cultural norms and philosophy shape.lHow decisions are madelHow long it take
20、slWho is involvedlHow many people participatelDecisions made with/without fearlHow to serve customerslCarrying out transactionslHow employees are treatedlDeveloping products and serviceslWhat managers controllDecisiveness lInclusivenessThe process of decision making:The content of decision making:lS
21、election of priorities lExclusion of non-prioritiesBehaviours and decisions have a very real and powerful impact on organisational and individual activity8Leadership action such as the use of rewards and recognition;Communications;Managerial style;Executive development;Conflict resolution;Decision m
22、akingPerformance measurement systems;Choice of measures;Balance of Measures;Nature of Measures,Measurement of individual vs team goals;short vs long-term orientation;supportive of strategic direction vs counter to strategic directionCompensation/benefits systems;Recruitment;Training;Competency mappi
23、ng;Learning programmes;Succession planning;Firing people;Commitment to employees life outside workVision/Mission statements;Ownership of strategic planning process;BudgetingOrganisation design principles(Encouraging Collaboration?Functionally orientated?Control orientated?)Harnessing internal compet
24、itiveness;proactivity in observing and reacting to external factors(Competitors,Markets,Regulatory environment);breadth of external focus(1 country or global?)Shapers of CultureLeadership actionsPerformance MeasuresPeople practicesVision,Purpose&StrategyStructureCompetitive ContextMODEL M2:SHAPERS O
25、F CULTURE9Principles or qualities considered worthwhile such as client service or product innovation,openness or collegiality.Can attach to any element of a business model:customers,employees,shareholders,products,service levels,and the like.Tend to persist over time.Hypotheses,assumptions,and busin
26、ess model the organisation holds to be true,ie what is best for the business and how best to act.Exercise a tremendous,sometimes unseen influence on decisions.Feeling or atmosphere,noticeable in the physical layout of work spaces and how employees interact with each other,with customers,and with oth
27、er outsiders.Whats it like to work here?Is it a formal or informal organisation?Do people worry about who should receive an e-mail message,or do they copy as many people as they believe will be interested or helpful?Do people raise or avoid issues?Standards and rules that evolve such as how hard peo
28、ple work,when they come to work,and when they leave.Embrace matters at all levels,from dress code and attitudes toward weekend work to whether or not a slow-growth strategy is acceptable.Norms,often unwritten,reflect how decisive managers and employees are.They reflect how inclusive or exclusive peo
29、ple are in making decisions and doing their jobs.Icons,stories,rituals,and traditions that embody strong messages about what is important.Can include events,celebrations,and recognitions of individuals and teams.Symbols can also include corporate regalia available only to the chosen,and more general
30、 indicators of the hierarchy.Stated policies and ideologies that guide actions in relation to shareholders,employees and customers.Exist in key internal documents and can be epitomised by the HP Way at Hewlett Packard.Manifestationsof CultureValuesBeliefsClimateNormsSymbolsPhilosophyMODEL M2:MANIFES
31、TATIONSU:UNITPDTPNewcoSept-98Change.pptMODEL M5:Evaluation1011M5.1:A COMBINATION OF DATA GATHERING APPROACHES WILL BE NECESSARYInferentialQualitativeQuantitativeStatistical ValiditynEasily accessiblenLow costnLeast time requirednValidates and adds depth to quantitative datanSupports qualitative and
32、quantitativenBuilds consensusnBuilds relationships-between project team members-within the organisationnValidates and provides depth to quantitative and inferential datanStatistically validnCan track changes over timenCreates a baselinenCan be benchmarkedEase of Collection12M5.2.1 EXAMPLES OF DIFFER
33、ENT APPROACHESFocus groupsrRepertory Grid rStructured interviewsrHotlinerCritical incident analysisrPwCs ACT surveyrRepertory GridrHarrison&Stokes Culture Gap SurveyrPfeiffer and Co,UKrKilman-Saxton Culture Gap SurveyrXicom and OrganisationalrDesign ConsultantsrOrganisational Culture InventoryrHuman
34、 Synergistics-VeraxrObservation of culture in environmentrAnalysis of documents observation of operational activitiesrExamplesrExecutive agendasrCustomer complaintsrInteractionsQualitativeQuantitativeInferential13M5.2.2 Examples of each approachrObserving the development of cross-fertilisation oppor
35、tunitiesrObserving compensation and benefits workshopsrEating in the employee and executive cafeteriasrWalking the halls observing furnishings,dress code,and work schedulesrChange readiness workshopsrPre-ACT focus groupsrPost-ACT focus groupsrACT surveyQuantitativeInferentialQualitativee14M5.3 When
36、to use the different approaches 1.2.3.4.Inferential We wanta full pictureNo moreSurveys!Our staff aretoo busy toattend focusgroups Culture is notthe problemhere.InferentialQualitativeHypothesesInferentialQualitativeHypothesesInferentialQuantitativeHypotheses HypothesesSpeak withProject SponsorCultur
37、eOKQuantitativeAssess/AugmentClient Surveys15M5.3 OVERVIEW OF INFERENTIAL APPROACHSymbolsnUse of spacenHierarchical differentiatorsnInformation routesnRelative attention to categories of workersMacro Business IssuesnMission StatementnVision StatementnEconomic environmentnLeadershipnOrganisational ch
38、ange historynLabour,productivity,turnovernAccess to and use of technology and office automation toolsPeople IssuesnFirings and resignations,outplacementnTreatment of peoplenJob satisfactionnEmployee counselling and appraisalnEmployee rightsOrganisation StructurenType of structurenRole flexibilitynBu
39、dgetary controlnBoard representationSystemsnUnion/management issuesnCompensation,reward system,incentivesnLegal requirementsInferentialObservation ofCULTUREin ActionAttitude to CustomersnLanguagenResponse to issuesnViews about themnWho has contactExternal Groups(suppliers,regulator,shareholders,comm
40、unity)nComplaintsnModes of interactionnLevels of involvementnResponses to external groups(nature and impact)16M5.3 Benefits and Pitfalls of Inferential AnalysisBenefitsPitfallsrNon-intrusiverNo special activity requiredrDoesnt create expectationsrA view of realityrCustomised to needsrAssesses only a
41、 point in timerDoesnt do anything to change the organisationrNot robustrSubject to prejudices of observerrUnfocused17M5.4 Overview of Qualitative AnalysisThree keys for gatheringqualitativeinformationAccuracy through carefully structuring activities to gather comparable information from multiple sou
42、rcesProcess of gathering information in itself is an interventionDone with intent to provide feedbackFocus Groups Repertory Grid Critical Incident AnalysisStructured InterviewsHotlineExamples18M5.4 Definition:Checklist for Qualitative Analysis8.Organise data1.Develop focus group/interview discussion
43、 guides and clear purpose2.Select participants4.Clear participation with supervisors5.Invite participants6.Conduct interviews/focus groups7.Analysedata/form hypothesesMainSteps for Qualitative Analysis3.Determine data packaging and distribution9.Plan actions19M5.4 Benefits and Pitfalls of Qualitativ
44、e Analysis rAssess over a period of timerIt is an interventionrHelps to manage stakeholdersrRich and focusedrSpecific to this clientrTheir languagerCreates ownership and understanding through involvementrAirs issuesrPR valuerFacilitator can influence outcomesrRequires sizeable amounts of peoples tim
45、erDifficult to analyse when involved in processrMay not be comprehensive(could focus on todays pre-occupation)rOutput may be indigestiblerCan gather too much data and raise expectationsBenefitsPitfalls20M5.5 Overview of Quantitative AnalysisOverviewof quantitative analysisrPWcs ACT surveyrRepertory
46、Grid rHarrison and Stokes Culture Gap Survey-Pfeiffer and Co,UKrKilman-Saxton Culture Gap Survey-Xicom and Organisational Design ConsultantsrOrganisational Culture Inventory-Human Synergistics-VeraxExamples Goal is accurate,reliable,statistically valid informationMaking soft side of culture change h
47、ardGalvanising support of diverse groups for changeData gathering is an intervention itselfDone with intent to provide feedback21M5:Checklist for Quantitative Analysis6.Pilot(if large group)11.Run follow-up focus groupsOverview of quantitative analysis1.Define population2.Select survey3.Define data
48、interpretation model4.Develop demographic questions regarding employees5.Agree on Communications-Survey distribution/use-Results7.Run initial focus groups8.Distribute and collect responses9.Tabulate results10.Analyse survey12.Input to Change Plan22M5.5 Definition:Benefits and Pitfalls of Quantitativ
49、e AnalysisrAssess over a period of timerApparently objectiverCheap and comprehensiverRequires pre-thinking about what you are looking forrInvolves many peoplerRapid analysisrOpportunity to normrBenchmarks sub-culturesrEasy to repeat(measuring)rMay not measure culture a)at all or b)in the ways you wantrCan be manipulatedrCreates expectation of rapid,in-depth feedbackrProduction/management issues can distract you from the diagnosis rCan be hard to completeBenefitsPitfalls
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