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measuring organizational culture

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  • How do we measure organizational culture? Which culture is the best for our organization? Is there a benchmarq with my business sector (YES)?
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measuring organizational culture

  1. 1. IS YOUR COMPANIES ORGANIZATIONAL CULTURE YOURBIGGEST THRESHOLD FOR SUCCESS ???
  2. 2. SHOULDNT YOU QUICKLY TACKLE THIS?
  3. 3. WILL YOU DO THIS THOROUHLY ORWITH HALF MEASURES?
  4. 4. THOROUGHLY WILL WORKOUT WELL AND WILL GIVE SUSTAINABLE IMPROVEMENTSHALF IS JUST A WASTE OF MONEY
  5. 5. IF YOU UNDERSTAND YOUR CULTURE, THEN YOU MAY HAVE SOME CHANCE OFINTERACTING SUCCESSFULLYAND MAYBE EVEN CHANGING IT
  6. 6. BUT WHAT IS MYFOUNDATION FOR THE CHANGE?CAN ORGANIZATIONALCULTURE PRECISELY BE MEASURED?
  7. 7. What is ORGANIZATIONAL CULTURE“Organizational culture is the collectiveprogramming of the human mind thatdistinguishes the members of one organizationfrom those of another.Culture in this sense is a system of collectivelyheld values.”IT MAKES OR BREAKS YOUR ORGANIZATION Geert Hofstede
  8. 8. The function of organizational culture:There are no good or bad cultures. Culturesare functional or dysfunctional depending onwho we want to beCulture only exists by comparison. Culturehas no meaning by itselfThe Hofstede Model is a tool of analysis toassist us in realizing our objectives in the bestpossible way
  9. 9. The different levels of culture E. Schein Symbols Organizational Culture The Hofstede Model Heroes Rituals Values PracticesNational Culture6-Dimensional Model
  10. 10. From on-line quick scans to change journey How to realize our objectives in the most successful way A concise presentation of: o Process of analysis o Content of the reporting
  11. 11. The process of analysis
  12. 12. The process: Five step program1. Quick scan - assessment of our actual culture; Where are we?2. Assessment of the optimal culture; Where do we want to be?3. Reporting and gap analysis between actual and optimal culture and change strategy4. Making change happen; getting from where we are to where we want to be5. Monitoring the degree of success of our change journey
  13. 13. Step 1 Assessment of our actual culture1. Define number of quick scans in terms of hierarchical levels, units, functions and/or locations, based on differences in behavioral group patterns. Note; Any company of any size and complexity doesn’t have just one culture, but a few or many subcultures1. Quick scans will be conducted on-line by inviting our colleagues to describe their work reality1. Our answers are treated confidentially as we want to receive a description of our work reality being as precise and objective as possible.1. Actual scores will be automatically loaded into the system
  14. 14. Step 2 workshop 1Assessment of our optimal (sub-)cultures1. The environment in which each (sub-)culture is embedded will be assessed on-line1. Based on the answers given to these questions strategic windows will be defined for the first six dimensions in the Hofstede Model1. Management (and others) will be invited to translate vision, mission, objectives and strategy in terms of optimal positions within those strategic windows1. Optimal scores will be loaded by our external consultants into the system
  15. 15. Step 3 workshop 2 Reporting and gap analysis1. The report generating software will produce on-line separate reports for each unit scanned and assessed1. If more than one report will be generated, a consolidated report will be supplied automatically in which the results of all separate reports will be com- pared, normally containing additional information based on such comparison1. During the second workshop we are asked to do the following: a. Discuss findings in report b. Reassess our optimal culture(s) c. Define communication policy regarding results d. Define change strategy e. Make a choice of aspects we want to change if presented in reports and if deemed necessary; see diagram with asterisks below
  16. 16. Step 4 Making change happenDiscussions with top management and HR to define the road map for changes in order to get where we want to be.Distinction is made between:1. Indirect change based on choices made during workshop 2 directed at all those working below senior management level; the on-line tool to be used is called “change levers”2. Direct change directed at top managers and senior managers if deemed necessary; the on-line to be used is called “360 degrees feedback mirrored against the optimal culture”
  17. 17. Step 4 (continued) workshop 3 Making change happen1. If aspects have been chosen during workshop 2 which we want to change, then these will be translated on-line into change levers, creating focused interventions1. During workshop 3 we are asked to translate these change levers into real life work activities which will support us in realizing our tasks and activities in an optimal way1. For a program of work shop 3 see next slide. Note that are many ways to structure workshop 3
  18. 18. Step 5: Monitoring the degree of success of our change journey Monitoring can be directed at the following: 1. Ensuring that intentions are being put in practice 1. Ensuring that tour change journey remains focused 1. Defining degree of ad-interim success and calibration of change journey with help of repeat scans
  19. 19. The content
  20. 20. What will the analysis show
  21. 21. The company will be analyzed on 8 autonomousdimensionsD1: Means versus goal oriented; We identify with the “how” versus we identify with the “what” (Health risks versus effectiveness)D2: Internally versus externally driven; We know what is best for the client or we don’t need to care about them versus we do whatever the client wantsD3: Loose versus tight work control (Innovation and/or unpredictability versus efficiency/planning)D4: Local versus professional; We identify with our direct boss and/or with our work group versus we identify with our profession and/or with the content of our work (Work life is a dangerous affair versus we love to find out what is happening in the rest of the world”
  22. 22. The company will be analyzed on 8 autonomousdimensionsD5: Open versus closed systems; Newcomers are welcome versus they first have to proof themselves)D6: Employee versus work oriented; Management takes co-responsibility for the welfare of their people versus management believes that if they don’t put their people under pressure nothing will happenD7: Degree of leadership acceptance; from low to highD8: Degree to which people identify with their organization; from low to highPlease note that definitions define the extreme positionsPlease note that combinations of dimensions will define well known topics, e.g.D1 and D2 together define process versus result orientationAnd D1 and D5 together define open versus closed communication.
  23. 23. The results against the dimensions
  24. 24. The results against the dimensions
  25. 25. The results against the dimensions
  26. 26. The results against the dimensions Below a diagram with asterisks is shown; being in this particular case a reflection off the discrepancy between the actual and optimal scores presented in the slide above. The number of asterisks run from 1 to 4. 4 represents the biggest discrepancy between the characteristic loading the actual score on this dimension and the optimal score chosen by the client., 1 the smallest but still meaningful. The client,(that could be us) is then asked to chose those characteristics from the list below which can be changed without too much difficulty.
  27. 27. www.interactconsult.com info@interactconsult

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