普华永道：企业文化文案+.ppt
,中国人力资源开发网（简称:中人网）,What Culture Is,1,PDF 文件使用 pdfFactory Pro 试用版本创建,Culture is the combination of the values and beliefs that,What Culture Is,provide direction and energy to what people do each day,Values,ClimateNormsSymbolsPhilosophy,Cultural artifactsand manifestationsCulture is visible all around theorganisation in many artifactsand manifestations,such asperformance standards,icons,myths and stories,rituals,traditions,the language peopleadopt,and the way relationshipsare encouraged to develop.,BeliefsThe core or essence of cultureIts underpinningsValues and beliefs are the deeply seatedunderpinnings that influence individual andorganisational behaviour every day.For example:They influence the way people are rewarded(collectively/individually/both)or the way they areencouraged to ask permission before taking risksSource:The Paradox Principles,The PwC Change Integration Team,1996.2PDF 文件使用 pdfFactory Pro 试用版本创建,What Culture Is,The effect of culture on competitive performance builds inlayers,ShapersCreation,reflection,reinforcement of culture,Manifestations,Leadershipactions,Content andmanifestations of culture,ImpactImpact onorganisational,PerformancemeasuresPeople practices,ClimateNormsSymbols,interactionsBehaviours,ResultsEffect on business results,PERFORMANCE,Vision,purpose,Philosophy,Decisions,and strategyValuesStructureBeliefsCompetitivecontextSource:The Paradox Principles,The PwC Change Integration Team,Irwin,1996.3PDF 文件使用 pdfFactory Pro 试用版本创建,0w,What Culture Is,Culture and values need to be seen in the context of thewhole organisation and its business system,DIRECTION/IDENTITY FACTORS,OPERATIONAL FACTORS,ORGANIZATIONPERFORMANCE,OrganizationStructure,ManagementProcesses,BusinessProcesses,ExternalEnvironment Customers Competitors Suppliers Technology Industry structure Financial markets Labor markets Regulation/legislation Community,Mission/Vision/Business Objectives Organizationalpurpose Long-term objectives Multiple-year goals&metrics Product/service linesCorporate andBusiness Strategies Markets Customers Offerings Competitive basis Shareholder valuedrivers,Formal structure Supporting relationships Levels of authority Alliance management Integrating mechanismsLeadership Direction setting andcommunication Organization mobilization Standard settingOrganizationCulture Values and beliefs Underlying assumptions Climate,norms,symbols,philosophy Decisions and behaviors Regional and national cultures,Business Planning Resource allocation Operational strategy Work design Financial management Change managementInformationManagement IT strategy IT architecture IT systemsManagementInfrastructure Staff functions Management practices Communication Performance management Human Resourcemanagement Policies,practices andprocedures Knowledge acquisition anddeployment Transaction processing,Product/serviceoperations Support/logistics Supply chainmanagement Market and customermanagementTechnology Core product Manufacturing R&DPeople Task requirements Individualcompetencies,skillsand abilities Talent mix relative tostrategy Work units/teams Individual behavior,and needs/values fit,Internal CoreCompetencies Productivity Work unitclimate Workforcemotivation Changecapability Individualperformance First-pass quality Number of newproducts/innovations Design cycletime Transactionprocess time Costs(Many others),ExternalProfitabilityUtilizationROA/EVAROCCustomersatisfactionMarket shareRevenueRepeat buyersNumber of customercomplaintsCompany imageCompetitive costpositionsRelative R&DexpendituresRelative labor costs(Many others),FacilitiesFEEDBACK4PDF 文件使用 pdfFactory Pro 试用版本创建,Values can seem a vague concept.What do values really,What Culture Is,DO in organisations?,ADDED VALUEPeople who share commonvalues will help each other,generating teamwork andadding value through sharedsolutionsCreative people can workefficiently on their owntoward commonly held goalsand can share the long timehorizons needed forinnovative successPeople at distant points inthe organisation can betrusted to use their intuitionto solve problems in waysthat are consistent withorganisation purposes,PRODUCTIVITYPeople work harder to fulfillvalues they believe in,thusenhancing personalmotivation and enterpriseproductivityCommon values create groupidentity,improve morale,andeliminate the need for moredetailed controlsCommonly held values tendto minimise squabbles,decrease internal friction,andreduce time needed tomanage themHigh-morale organisationswill band together,and workintensively to solve critical,FOCUSConsistent values will attractpeople who genuinely want towork for the company,andmutually held values create thetrust needed for flexibility andeffectivenessTrust,created by commonvalues,allows efficientdelegation.People workindependently towardcommonly held goalsValue-activated people willconsciously seek newopportunities to fulfill thesevalues and will not waste timeon those that do not,problemsSource:The Paradox Principles,The PwC Change Integration Team,Irwin,1996.5PDF 文件使用 pdfFactory Pro 试用版本创建,l,l,l,l,l,l,l,l,l,What Culture Is,Behaviours and decisions have a very real and powerfulimpact on organisational and individual activityCustomer facing behaviourStrategic behaviour,Values andbeliefs drivesharedpatterns ofbehaviour,Operational behaviourDecision making behaviourInformation-flow behaviourLeadership behaviour,Managerial behaviourSupervisory behaviourStaff behaviourHigh performance for an organisation is,to a largedegree,a function of the right behaviours and theright decisions on the part of its people6PDF 文件使用 pdfFactory Pro 试用版本创建,l,l,l,l,l,l,l,l,l,l,l,l,l,l,r孳,What Culture Is,Behaviours and decisions have a very real and powerfulimpact on organisational and individual activityThe process of,Values andbeliefs have adirect bearingon the decisionsmade bymanagers andemployees.Cultural normsand philosophyshape.,decision making:DecisivenessInclusivenessThe content ofdecision making:Selection ofprioritiesExclusion ofnon-priorities,How decisions are madeHow long it takesWho is involvedHow many people participateDecisions made with/withoutfearHow to serve customersCarrying out transactionsHow employees are treatedDeveloping products andservices,What managers control7PDF 文件使用 pdfFactory Pro 试用版本创建,MODEL M2:SHAPERS OF CULTURELeadership action such as the use of rewards and recognition;Communications;Managerial style;Executive development;Conflict resolution;Decision making,Shapers of CultureLeadershipactionsPerformanceMeasuresPeople practicesVision,Purpose&StrategyStructureCompetitiveContext,Performance measurement systems;Choice of measures;Balance of Measures;Nature of Measures,Measurement ofindividual vs team goals;short vs long-term orientation;supportive of strategic direction vs counter to strategicdirectionCompensation/benefits systems;Recruitment;Training;Competency mapping;Learning programmes;Successionplanning;Firing people;Commitment to employees lifeoutside workVision/Mission statements;Ownership of strategic planningprocess;BudgetingOrganisation design principles(Encouraging Collaboration?Functionally orientated?Control orientated?),Harnessing internal competitiveness;proactivity in observingand reacting to external factors(Competitors,Markets,Regulatory environment);breadth of external focus(1 countryor global?)8PDF 文件使用 pdfFactory Pro 试用版本创建,駌,MODEL M2:MANIFESTATIONSPrinciples or qualities considered worthwhile such as client service orproduct innovation,openness or collegiality.Can attach to anyelement of a business model:customers,employees,shareholders,products,service levels,and the like.Tend to persist over time.,Manifestationsof CultureValuesBeliefsClimateNormsSymbolsPhilosophy,Hypotheses,assumptions,and business model the organisation holdsto be true,ie what is best for the business and how best to act.Exercise a tremendous,sometimes unseen influence on decisions.Feeling or atmosphere,noticeable in the physical layout of workspaces and how employees interact with each other,with customers,and with other outsiders.Whats it like to work here?Is it a formal orinformal organisation?Do people worry about who should receive ane-mail message,or do they copy as many people as they believe willbe interested or helpful?Do people raise or avoid issues?Standards and rules that evolve such as how hard people work,whenthey come to work,and when they leave.Embrace matters at alllevels,from dress code and attitudes toward weekend work towhether or not a slow-growth strategy is acceptable.Norms,oftenunwritten,reflect how decisive managers and employees are.Theyreflect how inclusive or exclusive people are in making decisions anddoing their jobs.Icons,stories,rituals,and traditions that embody strong messagesabout what is important.Can include events,celebrations,and,recognitions of individuals and teams.Symbols can also includecorporate regalia available only to the chosen,and more generalindicators of the hierarchy.Stated policies and ideologies that guide actions in relation toshareholders,employees and customers.Exist in key internaldocuments and can be epitomised by the HP Way at HewlettPackard.9PDF 文件使用 pdfFactory Pro 试用版本创建,MODEL M5:Evaluation,PDF 文件使用 pdfFactory Pro 试用版本创建,n,n,n,n,n,n,n,n,n,n,n,駂,M5.1:A COMBINATION OF DATA GATHERING APPROACHESWILL BE NECESSARY,InferentialEasily accessibleLow costLeast time requiredValidates and addsdepth to quantitative,QualitativeBuilds consensusBuilds relationshipsbetween project teammemberswithin the organisation,QuantitativeStatistically validCan track changes over timeCreates a baselineCan be benchmarked,dataSupports qualitativeand quantitative,n,Validates and providesdepth to quantitative andinferential data,Ease of CollectionStatistical Validity11PDF 文件使用 pdfFactory Pro 试用版本创建,r,r,r,r,r,r,r,駂,M5.2.1 EXAMPLES OF DIFFERENT APPROACHES,QualitativeFocus groupsr Repertory Gridr Structured interviewsr Hotliner Critical incident analysis,InferentialObservation of culture inenvironmentAnalysis of documents observationof operational activities,QuantitativePwCs ACT surveyRepertory GridHarrison&Stokes Culture GapSurveyr Pfeiffer and Co,UKKilman-Saxton Culture GapSurveyr Xicom and Organisationalr Design ConsultantsOrganisational CultureInventoryr Human Synergistics-Verax,r,Examples,r Executive agendasr Customer complaintsr Interactions12PDF 文件使用 pdfFactory Pro 试用版本创建,M5.2.2 Examples of each approach,Inferentialr Observing thedevelopment of cross-fertilisation opportunities,Qualitativeer Change readiness workshopsr Pre-ACT focus groupsr Post-ACT focus groups,Quantitativer ACT survey,r Observing compensationand benefits workshopsr Eating in the employeeand executive cafeteriasr Walking the hallsobserving furnishings,dress code,and workschedules13PDF 文件使用 pdfFactory Pro 试用版本创建,r駂,M5.3 When to use the different approaches,1.,We want,a full,Inferential,Quantitative,Qualitative,Hypotheses,picture,2.,No more,Assess/,Surveys!,Inferential,Augment,Qualitative,Hypotheses,Client Surveys,3.,Our staff are,too busy to,Inferential,Quantitative,Hypotheses,attend focusgroups4.,Culture is notthe problemhere.,Inferential,Speak with,Hypotheses,CultureOK,Project Sponsor14PDF 文件使用 pdfFactory Pro 试用版本创建,n,n,n,n,n,n,n,n,n,n,n,n,n,n,n,n,n,n,n,n,n,n,n,Issues,n,n,n,n,n,n,n,n,駂,M5.3 OVERVIEW OF INFERENTIAL APPROACHPeople Issues,SymbolsUse of spaceHierarchicaldifferentiatorsInformation routesRelative attention tocategories of workersSystemsUnion/managementissuesCompensation,rewardsystem,incentivesLegal requirements,Firings and resignations,outplacementTreatment of peopleJob satisfactionEmployee counselling andappraisalEmployee rightsInferentialObservationofCULTUREin Action,Macro BusinessMission StatementVision StatementEconomic environmentLeadershipOrganisational change historyLabour,productivity,turnoverAccess to and use of technologyand office automation toolsAttitude to CustomersLanguageResponse to issuesViews about themWho has contact,Organisation StructureType of structureRole flexibilityBudgetary controlBoard representation,External Groups(suppliers,regulator,shareholders,community)ComplaintsModes of interactionLevels of involvement,Responses to external groups(nature and impact)15PDF 文件使用 pdfFactory Pro 试用版本创建,岚,M5.3 Benefits and Pitfalls of Inferential Analysis,Benefitsr Non-intrusiver No special activityrequiredr Doesnt createexpectationsr A view of realityr Customised to needsPDF 文件使用 pdfFactory Pro 试用版本创建,16,Pitfallsr Assesses only a point in timer Doesnt do anything to changethe organisationr Not robustr Subject to prejudices ofobserverr Unfocused,駂,M5.4 Overview of Qualitative AnalysisAccuracy through carefully structuringactivities to gather comparableinformation from multiple sourcesExamplesFocus Groups,Process of gatheringinformation in itself is aninterventionPDF 文件使用 pdfFactory Pro 试用版本创建,Three keysfor gatheringqualitativeinformation17,Repertory GridCritical Incident AnalysisStructured InterviewsHotlineDone with intent toprovide feedback,駂,M5.4 Definition:Checklist for Qualitative Analysis1.Develop focusgroup/interviewdiscussion,9.Plan actions8.Organise data7.Analysedata/formhypotheses,guides and clearpurposeMainSteps forQualitativeAnalysis,2.Selectparticipants3.Determine datapackaging anddistribution4.Clearparticipationwith supervisors,6.Conductinterviews/focusgroupsPDF 文件使用 pdfFactory Pro 试用版本创建,18,5.Inviteparticipants,(岚,M5.4 Benefits and Pitfalls of Qualitative Analysis,BenefitsrAssess over a period of timerIt is an interventionrHelps to manage stakeholdersrRich and focusedrSpecific to this clientrTheir languagerCreates ownership andunderstanding throughinvolvementrAirs issuesrPR value,PitfallsrFacilitator can influenceoutcomesrRequires sizeable amounts ofpeoples timerDifficult to analyse wheninvolved in processrMay not be comprehensive(could focus on todays pre-occupation)rOutput may be indigestiblerCan gather too much data and,raise expectations19PDF 文件使用 pdfFactory Pro 试用版本创建,r,r,r,r,r,w,M5.5 Overview of Quantitative AnalysisGoal is accurate,reliable,statisticallyvalid informationExamplesPWcs ACT surveyRepertory Grid,Galvanisingsupport ofdiverse groupsfor change,Overviewofquantitativeanalysis,Data gathering is anintervention itself,Harrison and Stokes Culture GapSurvey-Pfeiffer and Co,UKKilman-Saxton Culture Gap Survey-Xicom and Organisational DesignConsultantsOrganisational Culture Inventory-,Human Synergistics-Verax,Making soft side ofculture changehard,Done with intent toprovide feedback,20PDF 文件使用 pdfFactory Pro 试用版本创建,駂,M5:Checklist for Quantitative Analysis1.Definepopulation,12.Input to Change Plan11.Run follow-up focusgroups,2.Selectsurvey3.Define datainterpretationmodel,10.Analyse survey,Overview ofquantitativeanalysis,4.Develop demographicquestions regardingemployees,9.Tabulate results5.Agree onCommunications,8.Distribute andcollect,-Survey distribution/use-Results,responses,7.Runinitial,6.Pilot(if large group),focusgroups21PDF 文件使用 pdfFactory Pro 试用版本创建,for,岚,中国人力资源开发网（简称:中人网）M5.5 Definition:Benefits and Pitfalls of
