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Culture and Strategic Human Resources Management

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Culture and Strategic Human Resources Management

  1. 1. RELATIONSHIP BETWEEN CULTURE AND SHRM Case Study: Dicom Group plc.By Tantia Dian (MM EM V)
  2. 2. WHAT IS ORGANIZATIONALCULTURE? the Pattern of Beliefs, Values and Learned waysDeveloped during the course oforganization history Manifested in material arrangements and member’s behaviors
  3. 3. The Influence of national cultures Convergence Vs. Divergence
  4. 4. 1. HOFSTEDE’S DIMENSIONSPower distance Uncertainty avoidanceIndividualism/collectivism Confucian dynamismMasculinity/femininity
  5. 5. 2. THE TROMPENER’S MODELFulfillment-oriented Egalitarian Project-Oriented highly Egalitarian individual fulfillment aim at self-expression and task-oriented, self-fulfillment impersonal personal and egalitarian cross-disciplinary minimal structure; minimal INCUBATOR hierarchy performance GUIDED MISSILE emotional commitment emphasized creative, innovative Motivation intrinsic (USA, UK, (Sweden) Canada) Person Task relationship hierarchal hierarchal ("father knows structure relationships best") specific; status ascribed power-oriented highly bureaucratic, EIFFEL TOWER FAMILY long-term relationships of roles before people employee to company careers depend upon professional qualifications (Japan, Singapore, South Korea, Spain, Italy, India) (Germany, Austria) Power-Oriented Role-Oriented Hierarchal
  6. 6. Organizational cultures framework Schein Hofstede Martin • Work hard, play SYMBOLS hard Culture artifacts • Free Costume HEROES Integration • Open space office RITUALS •Clothing Shared Values •Customer and Beliefs Service Differentiation •Culture •Delivering Happiness Underlying •Deliver WOW Through Service Assumption •Be Adventurous, Creative, and Open- Fragmentation Minded VALUES
  7. 7. Clothing
  8. 8. Customer Service
  9. 9. Culture
  10. 10. Many companies have nice sounding values: Integrity, Communication, Respect, ExcellenceHowever, it was not really valued in thecompany
  11. 11. Typology of Organizational CulturesThe Structure The Competing Values The External Environment The Cultural Web
  12. 12. 1. THE STRUCTURAL VIEWS: THE HANDY MODEL Based on Power, Role, Task and Person DIONYSIUS ZEUS or Club APOLLO or ATHENS or or Existential Culture Role Culture Task Culture Culture Power from the Power is Premium on expertise required to Organizations exist concentrated in order and complete a task or for individuals to the hands of one efficiency project achieve their goals individual, the top boss -Decision making occurs through Power is meritocracies Power come from hierarchical and Management Dominates the clearly defined Adaptation and decision making innovation process Decision making Decision making at the top of the occurs by consent bureaucracy of the professionals Youth and team Investment banks and Universities and Life insurance Ad agencies and professional service brokerage firms companies consultancies firms
  13. 13. Expectations of the organisation•Rewarded with high salaries and associatedbenefits•Be prepared to give commitment•work hard and to work•Work long hours•They work within a task cultureEach managed•Consists of contracted specialists who maybe used•operate in an existential culture•rewarded with fees + salaries or wagesRewarded differently•consists of a flexible labour force•They operate within a role culture
  14. 14. 2. COMPETING VALUES The competing values framework The survey result Flexibility and Discretion External Focus and DifferentiationInternal Focus and Integration Adhocracy Clan Ex: Apple Hierarchy Ex:Government ministries Market Fast food establishments Stability and Control Sampling : n = 30 employees from different site and different department (range of working time of 5- 10 years)
  15. 15. 3. THE EXTERNAL ENVIRONMENT:DEAL AND KENNEDY MODEL RISK LOW HIGH Work-hard, Tough-guy RAPID play-hard macho FEEDBACK AND REWARD culture culture Eg. Restaurants, software Eg. police, companies surgeons, sports Bet the Process company culture SLOW culture Eg. banks, Eg. aircraft insurance manufacturers, oil companies companies
  16. 16. 4. Johnson and Scholes’ Cultural Web Glorify History StoriesTraining program, recruitment & Rituals and Logos Symbols promotion routines Paradigm Team based Control Power performance systems structures related pay Organizational Structures Board-level appointment
  17. 17. Frameworks for cultural alignment1. Working out the desired culture 2. Ensuring that the HR strategy & desired culture match 3. Identifying gaps between actual and desired culture 4.Taking steps to move the actual culture to the desired culture
  18. 18. The organization culture doesn’t match with the high paced and competitive environment Needs cultural transformation towards high performing cultureto support the revolution of vision and strategy
  19. 19. The Transformation Milestones* 1. 1. Reach consensus •Typology assessment based on Prioritiz OCAI e& on the current Goals culture. 5.Inven 2. Commun t& icate, Celebr 2. Reach consensus •Typology assessment based on ate Values, Behavior, Translate & Deploy on the desired OCAI Leadership, Practices future culture. 4.Exec 3.Measur 3. Determine what •Clan culture  means and do not ute to Close e Performa the changes will means Gaps nce and will not mean. Senior Leadership •Urgency for the future 4. Identify illustrative •Problem on existing stories Middle Management/Leadership 5. Develop a •Social architecture and operating strategic action system Supervisor/Front Line plan •Clarifying leadership role Leadership * By Cameron and Quinn
  20. 20. Top-Down Approach Bottom up approach High commonality & long term penetration High adaptability &durabilityHigh expressivenessVariable penetrationLow adaptability and durability
  21. 21. Corporate Culture and Group Values at Dicom Group plcGlobal market leader in the informationcapture market Dicom Family – To make money is to have fun doing it!
  22. 22. Dicom Cultural Web Glorify Story on how the CEO appreciate everyone Stories Training program, recruitment & Rituals Open Place Office fast promotion; and SymbolsEmails from CEO routines Paradigm Performance Control Appraisal& Power Flat organization Management systems structures Organizational Structures Treated as partner
  23. 23. The Vision & Mission The Implementation Acceleration and Requires loose but transformation motivating culture Maintain Market share Continuously motivating the employees to outcompete the competitors (Standards!)Hired employee with highest The need to always be calibre challenged for career & personal development Integrity & Respect Integrity & respect in treating the employee
  24. 24. Hofstede The Trompeners Switzerland Flat Organization Particularistic as it doesn’t run by rules, but by togethernessModerate individualism as Middling individualism as itworking as a big group of regards individuals, but team working with commonality Moderate uncertainty Middling emotional asavoidance, thus always be showing emotion hence promoted with certain burden Mid term Confucian Middling achievement & Middling specific
  25. 25. Organizational culture has the potential to enhance organizational performance, individual satisfaction, the sense of certainty about how problems are to be handledCulture serves as a controlmechanism to channelbehaviour towards desiredbehaviours and to preventundesired behaviours
  26. 26. 1. HOFSTEDE’S DIMENSIONS1. A common behavioural style must be shared by 3. Have share common managers and norms that guide rule employees. governing rewards and punishment. 4. Assists in the creation of a stable organization, the consequence of2. Have the same which lead to the basic approaches achievement of the to solving problems, company’s strategic meeting goals, and goals. dealing with stakeholders
  27. 27. CULTURE IS STRONGLY CORRELATED WITH SHRMThank you

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