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The Cultural Web
Elements of the Cultural Web <ul><li>Stories  - The past events and people talked about inside and outside the company. Wh...
Rituals and Routines <ul><li>Rituals and Routines  - The daily behavior and actions of people that signal acceptable behav...
<ul><li>Symbols  - The visual representations of the company including logos, how plush the offices are, and the formal or...
<ul><li>Control Systems  - The ways that the organization is controlled. These include financial systems, quality systems,...
<ul><li>Power Structures  - The pockets of real power in the company. This may involve one or two key senior executives, a...
<ul><li>. Analyzing Culture As It Is Now </li></ul><ul><li>Start by looking at each element separately, and asking yoursel...
<ul><li>Stories </li></ul><ul><li>What stories do people currently tell about your organization?  </li></ul><ul><li>What r...
<ul><li>Rituals and Routines </li></ul><ul><li>What do customers expect when they walk in? </li></ul><ul><li>What do emplo...
<ul><li>Examples: </li></ul><ul><li>Customers expect a newspaper and coffee whilst they wait, or a ride to work.  </li></u...
<ul><li>Symbols </li></ul><ul><li>Is company-specific jargon or language used? How well known and usable by all is this? <...
<ul><li>Organizational Structure </li></ul><ul><li>Is the structure flat or hierarchical? Formal or informal? Organic or m...
<ul><li>Control Systems </li></ul><ul><li>What process or procedure has the strongest controls? Weakest controls? </li></u...
<ul><li>Examples: </li></ul><ul><li>Costs are highly controlled, and customers are billed for parts down to the last screw...
<ul><li>Power Structures </li></ul><ul><li>Who has the real power in the organization? </li></ul><ul><li>What do these peo...
 
 
 
 
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The Cultural Web

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The Cultural Web

  1. 1. The Cultural Web
  2. 2. Elements of the Cultural Web <ul><li>Stories - The past events and people talked about inside and outside the company. Who and what the company chooses to immortalize says a great deal about what it values, and perceives as great behavior. </li></ul>
  3. 3. Rituals and Routines <ul><li>Rituals and Routines - The daily behavior and actions of people that signal acceptable behavior. This determines what is expected to happen in given situations, and what is valued by management </li></ul>
  4. 4. <ul><li>Symbols - The visual representations of the company including logos, how plush the offices are, and the formal or informal dress codes. Organizational Structure - This includes both the structure defined by the organization chart, and the unwritten lines of power and influence that indicate whose contributions are most valued. </li></ul>
  5. 5. <ul><li>Control Systems - The ways that the organization is controlled. These include financial systems, quality systems, and rewards (including the way they are measured and distributed within the organization.) </li></ul>
  6. 6. <ul><li>Power Structures - The pockets of real power in the company. This may involve one or two key senior executives, a whole group of executives, or even a department. The key is that these people have the greatest amount of influence on decisions, operations, and strategic direction. </li></ul>
  7. 7. <ul><li>. Analyzing Culture As It Is Now </li></ul><ul><li>Start by looking at each element separately, and asking yourself questions that help you determine the dominant factors in each element. Elements and related questions are shown below, illustrated with the example of a bodywork repair company. </li></ul>
  8. 8. <ul><li>Stories </li></ul><ul><li>What stories do people currently tell about your organization? </li></ul><ul><li>What reputation is communicated amongst your customers and other stakeholders? </li></ul><ul><li>What do these stories say about what your organization believes in? </li></ul><ul><li>What do employees talk about when they think of the history of the company? </li></ul><ul><li>What stories do they tell new people who join the company? </li></ul><ul><li>What heroes, villains and mavericks appear in these stories? </li></ul><ul><li>Examples (car bodywork repair company): </li></ul>
  9. 9. <ul><li>Rituals and Routines </li></ul><ul><li>What do customers expect when they walk in? </li></ul><ul><li>What do employees expect? </li></ul><ul><li>What would be immediately obvious if changed? </li></ul><ul><li>What behavior do these routines encourage? </li></ul><ul><li>When a new problem is encountered, what rules do people apply when they solve it? </li></ul><ul><li>What core beliefs do these rituals reflect? </li></ul>
  10. 10. <ul><li>Examples: </li></ul><ul><li>Customers expect a newspaper and coffee whilst they wait, or a ride to work. </li></ul><ul><li>Employees expect to have their time cards examined very carefully. </li></ul><ul><li>There's lots of talk about money, and especially about how to cut costs. </li></ul>
  11. 11. <ul><li>Symbols </li></ul><ul><li>Is company-specific jargon or language used? How well known and usable by all is this? </li></ul><ul><li>Are there any status symbols used? </li></ul><ul><li>What image is associated with your organization, looking at this from the separate viewpoints of clients and staff? </li></ul>
  12. 12. <ul><li>Organizational Structure </li></ul><ul><li>Is the structure flat or hierarchical? Formal or informal? Organic or mechanistic? </li></ul><ul><li>Where are the formal lines of authority? </li></ul><ul><li>Are there informal lines? </li></ul><ul><li>Examples: </li></ul><ul><li>Flat structure - Owner, Head Mechanic, Mechanics, Reception . </li></ul><ul><li>The receptionist is the owner's wife so she goes straight to him with some customer complaints. </li></ul><ul><li>It's each mechanic for himself - no sharing tools or supplies, little teamwork. </li></ul>
  13. 13. <ul><li>Control Systems </li></ul><ul><li>What process or procedure has the strongest controls? Weakest controls? </li></ul><ul><li>Is the company generally loosely or tightly controlled? </li></ul><ul><li>Do employees get rewarded for good work or penalized for poor work? </li></ul><ul><li>What reports are issued to keep control of operations, finance, etc...? </li></ul>
  14. 14. <ul><li>Examples: </li></ul><ul><li>Costs are highly controlled, and customers are billed for parts down to the last screw. </li></ul><ul><li>Quality is not emphasized. Getting the work done with the least amount of direct costs is the goal. </li></ul><ul><li>Employees docked pay if their quotes/estimates are more than 10% out. </li></ul>
  15. 15. <ul><li>Power Structures </li></ul><ul><li>Who has the real power in the organization? </li></ul><ul><li>What do these people believe and champion within the organization? </li></ul><ul><li>Who makes or influences decisions? </li></ul><ul><li>How is this power used or abused? </li></ul><ul><li>Example: </li></ul><ul><li>The owner believes in a low cost, high profit model, and is prepared to lose repeat customers. </li></ul><ul><li>The threat of docked pay keeps mechanics working with this model. </li></ul><ul><li>As these questions are answered, you start to build up a picture of what is influencing your corporate culture. Now you need to look at the web as a whole and make some generalized statements regarding the overall culture </li></ul>

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