What Culture Is(英文版)(ppt 22页).ppt

1、,What Culture Is,Cultural artifacts and manifestations Culture 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 develop.,Va

2、luesBeliefs,Climate Norms Symbols Philosophy,The core or essence of culture Its underpinnings Values and beliefs are the deeply seated underpinnings that influence individual and organisational behaviour every day. For example: They influence the way people are rewarded (collectively/individually/bo

3、th) or the way they are encouraged to ask permission before taking risks,Source: The Paradox Principles, The PwC Change Integration Team, 1996.,What Culture Is,Culture is the combination of the values and beliefs that provide direction and energy to what people do each day,Leadershipactions Performa

4、ncemeasures People practices Vision, purpose, and strategy Structure Competitivecontext,Climate Norms Symbols Philosophy Values Beliefs,Behaviours Decisions,PERFORMANCE,Shapers Creation, reflection, reinforcement of culture,Manifestations Content and manifestations of culture,Impact Impact on organi

5、sational interactions,Results Effect on business results,Source: The Paradox Principles, The PwC Change Integration Team, Irwin, 1996.,What Culture Is,The effect of culture on competitive performance builds in layers,What Culture Is,Culture and values need to be seen in the context of the whole orga

6、nisation and its business system,Mission/Vision/ Business Objectives,Organizational purpose Long-term objectives,Multiple-year goals Communications; Managerial style; Executive development; Conflict resolution; Decision making Performance measurement systems; Choice of measures; Balance of Measures;

7、 Nature of Measures, Measurement of individual vs team goals; short vs long-term orientation; supportive of strategic direction vs counter to strategic direction Compensation/benefits systems; Recruitment; Training; Competency mapping; Learning programmes; Succession planning; Firing people; Commitm

8、ent to employees life outside work Vision/Mission statements; Ownership of strategic planning process; Budgeting Organisation design principles (Encouraging Collaboration? Functionally orientated? Control orientated?) Harnessing internal competitiveness; proactivity in observing and reacting to exte

9、rnal factors (Competitors, Markets, Regulatory environment); breadth of external focus (1 country or global?),Shapers of Culture,Leadership actions Performance Measures People practices Vision, Purpose & Strategy Structure Competitive Context,MODEL M2: SHAPERS OF CULTURE,Principles or qualities cons

10、idered 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 business model the organisation

11、 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 other outsiders. Whats

12、 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 people work, whe

13、n 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 people a

14、re 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 gen

15、eral 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.,Manifestations of Culture,Values Beliefs Climate Norms Symbols Philosophy,

16、MODEL M2: MANIFESTATIONS,10,MODEL M5:Evaluation,M5.1: A COMBINATION OF DATA GATHERING APPROACHES WILL BE NECESSARY,Inferential,Qualitative,Quantitative,Statistical Validity,Easily accessible Low cost Least time required Validates and adds depth to quantitative data Supports qualitative and quantitat

17、ive,Builds consensus Builds relationships between project team members within the organisation Validates and provides depth to quantitative and inferential data,Statistically valid Can track changes over time Creates a baseline Can be benchmarked,Ease of Collection,M5.2.1 EXAMPLES OF DIFFERENT APPRO

18、ACHES,Focus groups,Repertory Grid Structured interviews Hotline Critical incident analysis,PwCs ACT survey Repertory Grid Harrison & Stokes Culture Gap Survey Pfeiffer and Co, UK Kilman-Saxton Culture Gap Survey Xicom and Organisational Design Consultants Organisational Culture Inventory Human Syner

19、gistics - Verax,Observation of culture in environment Analysis of documents observation of operational activities Examples Executive agendas Customer complaints Interactions,Qualitative,Quantitative,Inferential,M5.2.2 Examples of each approach,Observing the development of cross-fertilisation opportu

20、nities Observing compensation and benefits workshops Eating in the employee and executive cafeterias Walking the halls observing furnishings, dress code, and work schedules,Change readiness workshops Pre-ACT focus groups Post-ACT focus groups,ACT survey,Quantitative,Inferential,Qualitativee,M5.3 Whe

21、n to use the different approaches,1.,2.,3.,4.,Inferential,We want a full picture,No more Surveys!,Our staff are too busy to attend focus groups,Culture is not the problem here.,Inferential,Qualitative,Hypotheses,Inferential,Qualitative,Hypotheses,Inferential,Quantitative,Hypotheses,Hypotheses,Speak

22、with Project Sponsor,Culture OK,Quantitative,Assess/ Augment Client Surveys,M5.3 OVERVIEW OF INFERENTIAL APPROACH,Symbols,Use of space Hierarchical differentiators Information routes Relative attention to categories of workers,Macro Business Issues,Mission Statement Vision Statement Economic environ

23、ment Leadership Organisational change history Labour, productivity, turnover Access to and use of technology and office automation tools,People Issues,Firings and resignations, outplacement Treatment of people Job satisfaction Employee counselling and appraisal Employee rights,Organisation Structure

24、,Type of structure Role flexibility Budgetary control Board representation,Systems,Union/management issues Compensation, reward system, incentives Legal requirements,Inferential Observation of CULTURE in Action,Attitude to Customers,Language Response to issues Views about them Who has contact,Extern

25、al Groups (suppliers, regulator, shareholders, community),Complaints Modes of interaction Levels of involvement Responses to external groups (nature and impact),M5.3 Benefits and Pitfalls of Inferential Analysis,Benefits,Pitfalls,Non-intrusive No special activity required Doesnt create expectations

26、A view of reality Customised to needs,Assesses only a point in time Doesnt do anything to change the organisation Not robust Subject to prejudices of observer Unfocused,M5.4 Overview of Qualitative Analysis,Three keys for gathering qualitative information,Accuracy through carefully structuring activ

27、ities to gather comparable information from multiple sources,Process of gathering information in itself is an intervention,Done with intent to provide feedback,Focus Groups Repertory Grid Critical Incident Analysis Structured Interviews Hotline,Examples,M5.4 Definition: Checklist for Qualitative Ana

28、lysis,8. Organise data,1.Develop focus group/interview discussion guides and clear purpose,2. Select participants,4. Clear participation with supervisors,5. Invite participants,6. Conduct interviews/focus groups,7. Analysedata/form hypotheses,Main Steps for Qualitative Analysis,3. Determine data pac

29、kaging and distribution,9. Plan actions,M5.4 Benefits and Pitfalls of Qualitative Analysis,Assess over a period of time It is an intervention Helps to manage stakeholders Rich and focused Specific to this client Their language Creates ownership and understanding through involvement Airs issues PR va

30、lue,Facilitator can influence outcomes Requires sizeable amounts of peoples time Difficult to analyse when involved in process May not be comprehensive(could focus on todays pre-occupation) Output may be indigestible Can gather too much data and raise expectations,Benefits,Pitfalls,M5.5 Overview of

31、Quantitative Analysis,Overviewof quantitative analysis,PWcs ACT survey Repertory Grid Harrison and Stokes Culture Gap Survey - Pfeiffer and Co, UK Kilman - Saxton Culture Gap Survey - Xicom and Organisational Design Consultants Organisational Culture Inventory - Human Synergistics - Verax,Examples,Goal is accurate, reliable, statistically valid information,Making soft side of culture change hard,Galvanising support of diverse groups for chang