【文章內(nèi)容簡介】 t。 Training。 Competency mapping。 Learning programmes。 Succession planning。 Firing people。 Commitment to employees life outside work Vision/Mission statements。 Ownership of strategic planning process。 Budgeting Organisation design principles (Encouraging Collaboration? Functionally orientated? Control orientated?) Harnessing internal petitiveness。 proactivity in observing and reacting to external factors (Competitors, Markets, Regulatory environment)。 breadth of external focus (1 country or global?) Shapers of Culture Leadership actions Performance Measures People practices Vision, Purpose Strategy Structure Competitive Context MODEL M2: SHAPERS OF CULTURE 9 Principles or qualities considered worthwhile such as client service or product innovation, openness or collegiality. Can attach to any element of a business model: customers, employees, shareholders, products, service levels, and the like. Tend to persist over time. Hypotheses, assumptions, and business model the anisation holds to 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 work spaces and how employees interact with each other, with customers, and with other outsiders. What39。s it like to work here? Is it a formal or informal anisation? Do people worry about who should receive an message, or do they copy as many people as they believe will be interested or helpful? Do people raise or avoid issues? Standards and rules that evolve such as how hard people work, when they e to work, and when they leave. Embrace matters at all levels, from dress code and attitudes toward weekend work to whether or not a slowgrowth strategy is acceptable. Norms, often unwritten, reflect how decisive managers and employees are. They reflect how inclusive or exclusive people are in making decisions and doing their jobs. Icons, stories, rituals, and traditions that embody strong messages about what is important. Can include events, celebrations, and recognitions of individuals and teams. Symbols can also include corporate regalia available only to the chosen, and more general indicators of the hierarchy. Stated policies and ideologies that guide actions in relation to shareholders, employees and customers. Exist in key internal documents and can be epitomised by the HP Way at Hewlett Packard. Manifestations of Culture Values Beliefs Climate Norms Symbols Philosophy MODEL M2: MANIFESTATIONS U:UNITP\DTP\Newco\Sept98\ MODEL M5:Evaluation 10 11 : A COMBINATION OF DATA GATHERING APPROACHES WILL BE NECESSARY Inferential Qualitative Quantitative Statistical Validity ? Easily accessible ? Low cost ? Least time required ? Validates and adds depth to quantitative data ? Supports qualitative and quantitative ? Builds consensus ? Builds relationships ? between project team members ? within the anisation ? Validates and provides depth to quantitative and inferential data ? Statistically valid ? Can track changes over time ? Creates a baseline ? Can be benchmarked Ease of Collection 12 EXAMPLES OF DIFFERENT APPROACHES Focus groups ? Repertory Grid ? Structured interviews ? Hotline ? Critical incident analysis ? PwC’s ACT survey ? Repertory Grid ? Harrison Stokes Culture Gap Survey ? Pfeiffer and Co, UK ? KilmanSaxton Culture Gap Survey ? Xi and Organisational ? Design Consultants ? Organisational Culture Inventory ? Human Synergistics Verax ? Observation of culture in environment ? Analysis of