普华永道企业文化讲义.ppt

WhatCultureIs CulturalartifactsandmanifestationsCultureisvisibleallaroundtheorganisationinmanyartifactsandmanifestations suchasperformancestandards icons mythsandstories rituals traditions thelanguagepeopleadopt andthewayrelationshipsareencouragedtodevelop ValuesBeliefs ClimateNormsSymbolsPhilosophy ThecoreoressenceofcultureItsunderpinningsValuesandbeliefsarethedeeplyseatedunderpinningsthatinfluenceindividualandorganisationalbehavioureveryday Forexample Theyinfluencethewaypeoplearerewarded collectively individually both orthewaytheyareencouragedtoaskpermissionbeforetakingrisks Source TheParadoxPrinciples ThePwCChangeIntegrationTeam 1996 WhatCultureIs Cultureisthecombinationofthevaluesandbeliefsthatprovidedirectionandenergytowhatpeopledoeachday LeadershipactionsPerformancemeasuresPeoplepracticesVision purpose andstrategyStructureCompetitivecontext ClimateNormsSymbolsPhilosophyValuesBeliefs BehavioursDecisions PERFORMANCE ShapersCreation reflection reinforcementofculture ManifestationsContentandmanifestationsofculture ImpactImpactonorganisationalinteractions ResultsEffectonbusinessresults Source TheParadoxPrinciples ThePwCChangeIntegrationTeam Irwin 1996 WhatCultureIs Theeffectofcultureoncompetitiveperformancebuildsinlayers WhatCultureIs Cultureandvaluesneedtobeseeninthecontextofthewholeorganisationandit sbusinesssystem Mission Vision BusinessObjectives OrganizationalpurposeLong termobjectives Multiple yeargoals metricsProduct servicelines OrganizationStructure FormalstructureSupportingrelationshipsLevelsofauthorityAlliancemanagementIntegratingmechanisms External ProfitabilityUtilizationROA EVAROCCustomersatisfactionMarketshareRevenueRepeatbuyersNumberofcustomercomplaintsCompanyimageCompetitivecostpositionsRelativeR DexpendituresRelativelaborcosts Manyothers DIRECTION IDENTITYFACTORS OPERATIONALFACTORS ExternalEnvironment FEEDBACK CustomersCompetitorsSuppliersTechnologyIndustrystructureFinancialmarketsLabormarketsRegulation legislationCommunity ORGANIZATIONPERFORMANCE ResourceallocationOperationalstrategyWorkdesignFinancialmanagementChangemanagement StafffunctionsManagementpracticesCommunicationPerformancemanagementHumanResourcemanagementPolicies practicesandproceduresKnowledgeacquisitionanddeploymentTransactionprocessingFacilities ManagementInfrastructure ManagementProcesses InformationManagement ITstrategyITarchitectureITsystems BusinessPlanning Valuescanseemavagueconcept WhatdovaluesreallyDOinorganisations Peoplewhosharecommonvalueswillhelpeachother generatingteamworkandaddingvaluethroughsharedsolutionsCreativepeoplecanworkefficientlyontheirowntowardcommonlyheldgoalsandcansharethelongtimehorizonsneededforinnovativesuccessPeopleatdistantpointsintheorganisationcanbetrustedtousetheirintuitiontosolveproblemsinwaysthatareconsistentwithorganisationpurposes Peopleworkhardertofulfillvaluestheybelievein thusenhancingpersonalmotivationandenterpriseproductivityCommonvaluescreategroupidentity improvemorale andeliminatetheneedformoredetailedcontrolsCommonlyheldvaluestendtominimisesquabbles decreaseinternalfriction andreducetimeneededtomanagethemHigh moraleorganisationswillbandtogether andworkintensivelytosolvecriticalproblems WhatCultureIs Consistentvalueswillattractpeoplewhogenuinelywanttoworkforthecompany andmutuallyheldvaluescreatethetrustneededforflexibilityandeffectivenessTrust createdbycommonvalues allowsefficientdelegation PeopleworkindependentlytowardcommonlyheldgoalsValue activatedpeoplewillconsciouslyseeknewopportunitiestofulfillthesevaluesandwillnotwastetimeonthosethatdonot PRODUCTIVITY FOCUS ADDEDVALUE Source TheParadoxPrinciples ThePwCChangeIntegrationTeam Irwin 1996 Behavioursanddecisionshaveaveryrealandpowerfulimpactonorganisationalandindividualactivity WhatCultureIs Valuesandbeliefsdrivesharedpatternsofbehaviour CustomerfacingbehaviourStrategicbehaviourOperationalbehaviourDecisionmakingbehaviourInformation flowbehaviourLeadershipbehaviourManagerialbehaviourSupervisorybehaviourStaffbehaviour Highperformanceforanorganisationis toalargedegree afunctionoftherightbehavioursandtherightdecisionsonthepartofitspeople WhatCultureIs Valuesandbeliefshaveadirectbearingonthedecisionsmadebymanagersandemployees Culturalnormsandphilosophyshape HowdecisionsaremadeHowlongittakesWhoisinvolvedHowmanypeopleparticipateDecisionsmadewith withoutfearHowtoservecustomersCarryingouttransactionsHowemployeesaretreatedDevelopingproductsandservicesWhatmanagerscontrol DecisivenessInclusiveness Theprocessofdecisionmaking Thecontentofdecisionmaking SelectionofprioritiesExclusionofnon priorities Behavioursanddecisionshaveaveryrealandpowerfulimpactonorganisationalandindividualactivity Leadershipactionsuchastheuseofrewardsandrecognition Communications Managerialstyle Executivedevelopment Conflictresolution DecisionmakingPerformancemeasurementsystems Choiceofmeasures BalanceofMeasures NatureofMeasures Measurementofindividualvsteamgoals shortvslong termorientation supportiveofstrategicdirectionvscountertostrategicdirectionCompensation benefitssystems Recruitment Training Competencymapping Learningprogrammes Successionplanning Firingpeople CommitmenttoemployeeslifeoutsideworkVision Missionstatements Ownershipofstrategicplanningprocess BudgetingOrganisationdesignprinciples EncouragingCollaboration Functionallyorientated Controlorientated Harnessinginternalcompetitiveness proactivityinobservingandreactingtoexternalfactors Competitors Markets Regulatoryenvironment breadthofexternalfocus 1countryorglobal ShapersofCulture LeadershipactionsPerformanceMeasuresPeoplepracticesVision Purpose StrategyStructureCompetitiveContext MODELM2 SHAPERSOFCULTURE Principlesorqualitiesconsideredworthwhilesuchasclientserviceorproductinnovation opennessorcollegiality Canattachtoanyelementofabusinessmodel customers employees shareholders products servicelevels andthelike Tendtopersistovertime Hypotheses assumptions andbusinessmodeltheorganisationholdstobetrue iewhatisbestforthebusinessandhowbesttoact Exerciseatremendous sometimesunseeninfluenceondecisions Feelingoratmosphere noticeableinthephysicallayoutofworkspacesandhowemployeesinteractwitheachother withcustomers andwithotheroutsiders What sitliketoworkhere Isitaformalorinformalorganisation Dopeopleworryaboutwhoshouldreceiveane mailmessage ordotheycopyasmanypeopleastheybelievewillbeinterestedorhelpful Dopeopleraiseoravoidissues Standardsandrulesthatevolvesuchashowhardpeoplework whentheycometowork andwhentheyleave Embracemattersatalllevels fromdresscodeandattitudestowardweekendworktowhetherornotaslow growthstrategyisacceptable Norms oftenunwritten reflecthowdecisivemanagersandemployeesare Theyreflecthowinclusiveorexclusivepeopleareinmakingdecisionsanddoingtheirjobs Icons stories rituals andtraditionsthatembodystrongmessagesaboutwhatisimportant Canincludeevents celebrations andrecognitionsofindividualsandteams Symbolscanalsoincludecorporateregaliaavailableonlytothechosen andmoregeneralindicatorsofthehierarchy Statedpoliciesandideologiesthatguideactionsinrelationtoshareholders employeesandcustomers Existinkeyinternaldocumentsandcanbeepitomisedby theHPWay atHewlettPackard ManifestationsofCulture ValuesBeliefsClimateNormsSymbolsPhilosophy MODELM2 MANIFESTATIONS 10 MODELM5 Evaluation M5 1 ACOMBINATIONOFDATAGATHERINGAPPROACHESWILLBENECESSARY Inferential Qualitative Quantitative StatisticalValidity EasilyaccessibleLowcostLeasttimerequiredValidatesandaddsdepthtoquantitativedataSupportsqualitativeandquantitative BuildsconsensusBuildsrelationshipsbetweenprojectteammemberswithintheorganisationValidatesandprovidesdepthtoquantitativeandinferentialdata StatisticallyvalidCantrackchangesovertimeCreatesabaselineCanbebenchmarked EaseofCollection M5 2 1EXAMPLESOFDIFFERENTAPPROACHES Focusgroups RepertoryGridStructuredinterviewsHotlineCriticalincidentanalysis PwC sACTsurveyRepertoryGridHarrison StokesCultureGapSurveyPfeifferandCo UKKilman SaxtonCultureGapSurveyXicomandOrganisationalDesignConsultantsOrganisationalCultureInventoryHumanSynergistics Verax ObservationofcultureinenvironmentAnalysisofdocumentsobservationofoperationalactivitiesExamplesExecutiveagendasCustomercomplaintsInteractions Qualitative Quantitative Inferential M5 2 2Examplesofeachapproach Observingthedevelopmentofcross fertilisationopportunitiesObservingcompensationandbenefitsworkshopsEatingintheemployeeandexecutivecafeteriasWalkingthehallsobservingfurnishings dresscode andworkschedules ChangereadinessworkshopsPre ACTfocusgroupsPost ACTfocusgroups ACTsurvey Quantitative Inferential Qualitativee M5 3Whentousethedifferentapproaches 1 2 3 4 Inferential Wewantafullpicture NomoreSurveys Ourstaffaretoobusytoattendfocusgroups Cultureisnottheproblemhere Inferential Qualitative Hypotheses Inferential Qualitative Hypotheses Inferential Quantitative Hypotheses Hypotheses SpeakwithProjectSponsor CultureOK Quantitative Assess AugmentClientSurveys M5 3OVERVIEWOFINFERENTIALAPPROACH Symbols UseofspaceHierarchicaldifferentiatorsInformationroutesRelativeattentiontocategoriesofworkers MacroBusinessIssues MissionStatementVisionStatementEconomicenvironmentLeadershipOrganisationalchangehistoryLabour productivity turnoverAccesstoanduseoftechnologyandofficeautomationtools PeopleIssues Firingsandresignations outplacementTreatmentofpeopleJobsatisfactionEmployeecounsellingandappraisalEmployeerights OrganisationStructure TypeofstructureRoleflexibilityBudgetarycontrolBoardrepresentation Systems Union managementissuesCompensation rewardsystem incentivesLegalrequirements InferentialObservationofCULTUREinAction AttitudetoCustomers LanguageResponsetoissuesViewsaboutthemWhohascontact ExternalGroups suppliers regulator shareholders community ComplaintsModesofinteractionLevelsofinvolvementResponsestoexternalgroups natureandimpact M5 3BenefitsandPitfallsofInferentialAnalysis Benefits Pitfalls Non intrusiveNospecialactivityrequiredDoesn tcreateexpectationsAviewofrealityCustomisedtoneeds AssessesonlyapointintimeDoesn tdoanythingtochangetheorganisationNotrobustSubjecttoprejudicesofobserverUnfocused M5 4OverviewofQualitativeAnalysis Threekeysforgatheringqualitativeinformation Accuracythroughcarefullystructuringactivitiestogathercomparableinformationfrommultiplesources Processofgatheringinformationinitselfisanintervention Donewithintenttoprovidefeedback FocusGroupsRepertoryGridCriticalIncidentAnalysisStructuredInterviewsHotline Examples M5 4Definition ChecklistforQualitativeAnalysis 8 Organisedata 1 Developfocusgroup interviewdiscussionguidesandclearpurpose 2 Selectparticipants 4 Clearparticipationwithsupervisors 5 Inviteparticipants 6 Conductinterviews focusgroups 7 Analysedata formhypotheses MainStepsforQualitativeAnalysis 3 Determinedatapackaginganddistribution 9 Planactions M5 4BenefitsandPitfallsofQualitativeAnalysis AssessoveraperiodoftimeItisaninterventionHelpstomanagestakeholdersRichandfocusedSpecifictothisclientTheirlanguageCreatesownershipandunderstandingthroughinvolvementAirsissuesPRvalue FacilitatorcaninfluenceoutcomesRequiressizeableamountsofpeople stimeDifficulttoanalysewheninvolvedinprocessMaynotbecomprehensive couldfocusontoday spre occupation OutputmaybeindigestibleCangathertoomuchdataandraiseexpectations Benefits Pitfalls M5 5OverviewofQuantitativeAnalysis Overviewofquantitativeanalysis PWc sACTsurveyRepe