Culture and Integration in Organizations

© 2016 SEDLÁK & PARTNER 22
Culture and Integration
Presented by:
Guest Professor
Robert A. Sedlák
East China Normal
University (ECNU)
Shanghai
Marion
Groneberg
Chief Consultant
Change Management

Content
2/5/2016
02 Benefits 06
03 Key Questions 08
05 Background Information 13
04 Procedure 10
01 Introduction 04

Content
2/5/2016
02 Benefits 06
03 Key Questions 08
04 Procedure 10
01 Introduction 04

Trends and Premises
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Culture and Integration
 Culture is the most important factor for HR
and organizational development
 It is the driver for employee motivation
and retention, as well as for the job
attractiveness
 Employee and corporate goals have to be
aligned with the culture
 Talents can only be attracted and
developed with a high job and company fit

Content
2/5/2016
02 Benefits 06
03 Key Questions 08
04 Procedure 10
01 Introduction 04

Your Benefits
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The culture becomes palpable within the organization and for
the management
1
Needs for action for cultural change are clearly shown
2
Tailored interventions are on hand
3
The targeted culture increasingly becomes reality and thus
supports planned or necessary changes in the organization,
which enhances its efficiency 4

Content
2/5/2016
02 Benefits 06
03 Key Questions 08
04 Procedure 10
01 Introduction 04

Key questions
 What characteristics of your organization promote / hinder the necessary
change process?
 To what extent does the current understanding of leadership fit the desired
culture of your organization?
 How do your employees experience the interaction with the management
and among colleagues?
 What identification features hold your organization together and to what
extent do they fit your vision?
 What topics are in the focus of your organization and therefore have a
positive supporting effect? What topics are considered to be
counterproductive?
 Based on which criteria does your organization measure success or failure?
2/5/2016

Content
2/5/2016
02 Benefits 06
03 Key Questions 08
04 Procedure 10
01 Introduction 04

© 2016 SEDLÁK & PARTNER 112/5/2016
1 Determination of current culture and organizational DNA
2 Validation of survey results through focus groups and interviews
3 Identification of existing active and inactive HR and communication instruments
as well as evaluation of their future usability
4 Development of the desired target culture based on strategic decisions
5 Development of a map describing the path from the current culture towards
the target culture
Procedure (1/2)

6 Establishment of a tailored learning architecture with the linkage of HR and
organizational interventions
7 Implementation of organizational and HR measures within the learning architecture
8 Proposal for accompanying internal and external communication
9 Development and implementation of efficacy monitoring
10 Planning and support of required reflection settings for the management and
continuous adjustment of the culture development process
Procedure (2/2)
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Content
2/5/2016
02 Benefits 06
03 Key Questions 08
04 Procedure 10
01 Introduction 04

New Perspective on Organizations – on the
Basis of the Newer System Theory
2/5/2016

Overview of systems
2/5/2016Source: Cf. Von Schlippe & Schweitzer, 2012, p. 129.
Systems
Externally Organized Systems
(Machines)
Self-Organized Systems
(Living Systems)
Biological Systems Meaningful Systems
Social Systems Psychic Systems
Interaction Group Family Organization
Cooperation/
Network
Societal functional
systems/
society as a whole

Organizations are highly complex social
communication systems
 The basic element of organizations is
communication; the most important
communicative event is the decision
 Organizations are operationally
closed and self-referential
 Organizations do not see what they
do not see
 Organizations can not be changed
from the outside
 Organizations have one goal: to
survive
2/5/2016
Organization as social
system

Layer model of an organization
2/5/2016Source: Own illustration according to Mildenberger, 2006, p. 81 ff.
Paradigms
Contexts
Systemic/
Cooperative
Competences
Core and
Complementary
Competences
Abilities/
Competences
Surface
Deep
Structure
Output
Routines/Processes

Introduction to the Systemic Culture Compass
2/5/2016

Our understanding of company culture
 Culture is the complex of undecidable decision premises
 Basic beliefs, shared belief systems, values, communication and behavioral
patterns, etc.
 These premises have an enormously strong influence on the coordination of
behavior in the organization
 They elude themselves from explicit interference
 They develop and change through repeated experiences of collectively
reproduced patterns
 Especially key players influence these patterns through repeatedly shown
behavior
 A change of these premises can therefore not be initiated by simply talking
about it
2/5/2016Source: Cf. Sedlák, 2014.

Why is company culture that important?
 A fitting organizational culture is the deciding factor for a successful strategy
and the innovation ability of a company
 Although the company culture coins behavior within organizations,
companies often are not aware of their culture
 Various studies* show that the most commonly named reason for the failure
of strategy and change processes is the company culture
 Failed attempts to change company culture often lead employees to
frustration, cynicism, and loss of trust in the board of the company
2/5/2016Source: Cf. Caldwell, 1994; Gross, Pascale & Athos, 1993, p. 97-107.

How is organizational culture measured?
Six items, that display an organization‘s culture if measured:
1. Dominant Characteristics
2. Organizational Leadership
3. Management of Employees
4. Organization Glue
5. Strategic Emphases
6. Criteria of Success
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Two dimensions with
four quadrants
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Systemic Culture Compass (1/3)
Source: Own illustration according to Cameron & Quinn, 2011, p. 35 ff.

Four quadrants: market,
adhocracy, clan,
and hierarchy
2/5/2016
CLAN ADHOCRACY
MARKETHIERARCHY

The cultural characteristics are
create, collaborate, control,
and compete.
A targeted culture
development increases the
probability of success.
2/5/2016

We would be pleased to show you practical examples
for a successful cultural change!

Guest Prof. Robert A. Sedlák
 For over 25 years CEO and chairman of
SEDLÁK & PARTNER International Consulting
Group
 Areas of expertise
– Expert on “Foresighted Self-Renewal" for
organizations
– Development of sustainable visions for
organizations and their successful implementation
– Design and support of genotypical change
processes especially in family businesses
 Guest Professor at ECNU (East China Normal
University), Shanghai
– Topics: Newer System Theory and Learning
Management Systems in the context of teachers’
qualification
– Director of the “ECNU-S&P Research Center for
ICT-Enabled Systemic Changes and Innovations”
in Shanghai
2/5/2016

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www.sedlak-partner.com
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Calle de Numancia 20 | 08029 Barcelona, Spain
Tel. +34 6935 18470
E-Mail info@sedlak-partner.de
Barcelona
2/5/2016

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