普華文化（英文版）

WhatCultureIsCulturalartifacts

andmanifestationsCultureisvisibleallaroundtheorganisationinmanyartifactsandmanifestations,suchasperformancestandards,icons,mythsandstories,rituals,traditions,thelanguagepeopleadopt,andthewayrelationshipsareencouragedtodevelop.Values

BeliefsClimateNormsSymbolsPhilosophyThecoreoressenceofculture

ItsunderpinningsValuesandbeliefsarethedeeplyseatedunderpinningsthatinfluenceindividualandorganisationalbehavioureveryday.Forexample:Theyinfluencethewaypeoplearerewarded(collectively/individually/both)orthewaytheyareencouragedtoaskpermissionbeforetakingrisksSource:TheParadoxPrinciples,ThePwCChangeIntegrationTeam,1996.WhatCultureIsCultureisthecombinationofthevaluesandbeliefsthatprovidedirectionandenergytowhatpeopledoeachdayLeadership

actionsPerformance

measuresPeoplepracticesVision,purpose,

andstrategyStructureCompetitive

contextClimateNormsSymbolsPhilosophyValuesBeliefsBehavioursDecisionsPERFORMANCEShapersCreation,reflection,reinforcementofcultureManifestationsContentandmanifestationsofcultureImpactImpactonorganisationalinteractionsResultsEffectonbusinessresultsSource:TheParadoxPrinciples,ThePwCChangeIntegrationTeam,Irwin,1996.WhatCultureIsTheeffectofcultureoncompetitiveperformancebuildsinlayersWhatCultureIsCultureandvaluesneedtobeseeninthecontextofthewholeorganisationandit’sbusinesssystemMission/Vision/BusinessObjectivesOrganizational

purposeLong-termobjectivesMultiple-yeargoals&metricsProduct/servicelinesCorporateandBusiness

StrategiesMarketsCustomersOfferingsCompetitivebasisShareholdervaluedriversOrganization

StructureFormalstructureSupportingrelationshipsLevelsofauthorityAlliancemanagementIntegratingmechanismsLeadershipDirectionsettingandcommunicationOrganizationmobilizationStandardsettingOrganization

CultureValuesandbeliefsUnderlyingassumptionsClimate,norms,symbols,philosophyDecisionsandbehaviorsRegionalandnationalculturesBusinessProcessesProduct/serviceoperationsSupport/logisticsSupplychainmanagementMarketandcustomermanagementPeopleTaskrequirementsIndividualcompetencies,skillsandabilitiesTalentmixrelativetostrategyWorkunits/teamsIndividualbehavior,andneeds/valuesfitExternalProfitabilityUtilizationROA/EVAROCCustomersatisfactionMarketshareRevenueRepeatbuyersNumberofcustomercomplaintsCompanyimageCompetitivecostpositionsRelativeR&DexpendituresRelativelaborcosts(Manyothers)DIRECTION/IDENTITYFACTORSOPERATIONALFACTORSExternal

EnvironmentFEEDBACKCustomersCompetitorsSuppliersTechnologyIndustrystructureFinancialmarketsLabormarketsRegulation/legislationCommunityCoreCompetenciesProductivityWorkunitclimateWorkforcemotivationChangecapabilityIndividualperformanceFirst-passqualityNumberofnewproducts/innovationsDesigncycletimeTransactionprocesstimeCosts(Manyothers)InternalORGANIZATIONPERFORMANCETechnologyCoreproductManufacturingR&DResourceallocationOperationalstrategyWorkdesignFinancialmanagementChangemanagementStafffunctionsManagementpracticesCommunicationPerformancemanagementHumanResourcemanagementPolicies,practicesandproceduresKnowledgeacquisitionanddeploymentTransactionprocessingFacilitiesManagementInfrastructureManagementProcessesInformationManagementITstrategyITarchitectureITsystemsBusinessPlanningValuescanseemavagueconcept.WhatdovaluesreallyDOinorganisations?Peoplewhosharecommonvalueswillhelpeachother,generatingteamworkandaddingvaluethroughsharedsolutionsCreativepeoplecanworkefficientlyontheirowntowardcommonlyheldgoalsandcansharethelongtimehorizonsneededforinnovativesuccessPeopleatdistantpointsintheorganisationcanbetrustedtousetheirintuitiontosolveproblemsinwaysthatareconsistentwithorganisationpurposesPeopleworkhardertofulfillvaluestheybelievein,thusenhancingpersonalmotivationandenterpriseproductivityCommonvaluescreategroupidentity,improvemorale,andeliminatetheneedformoredetailedcontrolsCommonlyheldvaluestendtominimisesquabbles,decreaseinternalfriction,andreducetimeneededtomanagethemHigh-moraleorganisationswillbandtogether,andworkintensivelytosolvecriticalproblemsWhatCultureIsConsistentvalueswillattractpeoplewhogenuinelywanttoworkforthecompany,andmutuallyheldvaluescreatethetrustneededforflexibilityandeffectivenessTrust,createdbycommonvalues,allowsefficientdelegation.PeopleworkindependentlytowardcommonlyheldgoalsValue-activatedpeoplewillconsciouslyseeknewopportunitiestofulfillthesevaluesandwillnotwastetimeonthosethatdonotPRODUCTIVITYFOCUSADDEDVALUESource:TheParadoxPrinciples,ThePwCChangeIntegrationTeam,Irwin,1996.BehavioursanddecisionshaveaveryrealandpowerfulimpactonorganisationalandindividualactivityWhatCultureIsValuesandbeliefsdrivesharedpatternsofbehaviourCustomerfacingbehaviourStrategicbehaviourOperationalbehaviourDecisionmakingbehaviourInformation-flowbehaviourLeadershipbehaviourManagerialbehaviourSupervisorybehaviourStaffbehaviourHighperformanceforanorganisationis,toalargedegree,afunctionoftherightbehavioursandtherightdecisionsonthepartofitspeopleWhatCultureIsValuesandbeliefshaveadirectbearingonthedecisionsmadebymanagersandemployees.Culturalnormsandphilosophyshape...HowdecisionsaremadeHowlongittakesWhoisinvolvedHowmanypeopleparticipateDecisionsmadewith/withoutfearHowtoservecustomersCarryingouttransactionsHowemployeesaretreatedDevelopingproductsandservicesWhatmanagerscontrolDecisivenessInclusivenessTheprocessofdecisionmaking:Thecontentofdecisionmaking:SelectionofprioritiesExclusionofnon-prioritiesBehavioursanddecisionshaveaveryrealandpowerfulimpactonorganisationalandindividualactivityLeadershipactionsuchastheuseofrewardsandrecognition;Communications;Managerialstyle;Executivedevelopment;Conflictresolution;DecisionmakingPerformancemeasurementsystems;Choiceofmeasures;BalanceofMeasures;NatureofMeasures,Measurementofindividualvsteamgoals;shortvslong-termorientation;supportiveofstrategicdirectionvscountertostrategicdirectionCompensation/benefitssystems;Recruitment;Training;Competencymapping;Learningprogrammes;Successionplanning;Firingpeople;CommitmenttoemployeeslifeoutsideworkVision/Missionstatements;Ownershipofstrategicplanningprocess;BudgetingOrganisationdesignprinciples(EncouragingCollaboration?Functionallyorientated?Controlorientated?)Harnessinginternalcompetitiveness;proactivityinobservingandreactingtoexternalfactors(Competitors,Markets,Regulatoryenvironment);breadthofexternalfocus(1countryorglobal?)ShapersofCultureLeadershipactionsPerformanceMeasuresPeoplepracticesVision,Purpose&StrategyStructureCompetitiveContextMODELM2:SHAPERSOFCULTUREPrinciplesorqualitiesconsideredworthwhilesuchasclientserviceorproductinnovation,opennessorcollegiality.Canattachtoanyelementofabusinessmodel:customers,employees,shareholders,products,servicelevels,andthelike.Tendtopersistovertime.Hypotheses,assumptions,andbusinessmodeltheorganisationholdstobetrue,iewhatisbestforthebusinessandhowbesttoact.Exerciseatremendous,sometimesunseeninfluenceondecisions.Feelingoratmosphere,noticeableinthephysicallayoutofworkspacesandhowemployeesinteractwitheachother,withcustomers,andwithotheroutsiders.What'sitliketoworkhere?Isitaformalorinformalorganisation?Dopeopleworryaboutwhoshouldreceiveane-mailmessage,ordotheycopyasmanypeopleastheybelievewillbeinterestedorhelpful?Dopeopleraiseoravoidissues?Standardsandrulesthatevolvesuchashowhardpeoplework,whentheycometowork,andwhentheyleave.Embracemattersatalllevels,fromdresscodeandattitudestowardweekendworktowhetherornotaslow-growthstrategyisacceptable.Norms,oftenunwritten,reflecthowdecisivemanagersandemployeesare.Theyreflecthowinclusiveorexclusivepeopleareinmakingdecisionsanddoingtheirjobs.Icons,stories,rituals,andtraditionsthatembodystrongmessagesaboutwhatisimportant.Canincludeevents,celebrations,andrecognitionsofindividualsandteams.Symbolscanalsoincludecorporateregaliaavailableonlytothechosen,andmoregeneralindicatorsofthehierarchy.Statedpoliciesandideologiesthatguideactionsinrelationtoshareholders,employeesandcustomers.Existinkeyinternaldocumentsandcanbeepitomisedby"theHPWay"atHewlettPackard.ManifestationsofCultureValuesBeliefsClimateNormsSymbolsPhilosophyMODELM2:MANIFESTATIONSMODELM5:Evaluation10M5.1:ACOMBINATIONOFDATAGATHERINGAPPROACHESWILLBENECESSARYInferentialQualitativeQuantitativeStatisticalValidityEasilyaccessibleLowcostLeasttimerequiredValidatesandaddsdepthtoquantitativedataSupportsqualitativeandquantitativeBuildsconsensusBuildsrelationshipsbetweenprojectteammemberswithintheorganisationValidatesandprovidesdepthtoquantitativeandinferentialdataStatisticallyvalidCantrackchangesovertimeCreatesabaselineCanbebenchmarkedEaseofCollectionM5.2.1EXAMPLESOFDIFFERENTAPPROACHESFocusgroupsRepertoryGridStructuredinterviewsHotlineCriticalincidentanalysisPwC’sACTsurveyRepertoryGridHarrison&StokesCultureGapSurveyPfeifferandCo,UKKilman-SaxtonCultureGapSurveyXicomandOrganisationalDesignConsultantsOrganisationalCultureInventoryHumanSynergistics-VeraxObservationofcultureinenvironmentAnalysisofdocumentsobservationofoperationalactivitiesExamplesExecutiveagendasCustomercomplaintsInteractionsQualitativeQuantitativeInferentialM5.2.2ExamplesofeachapproachObservingthedevelopmentofcross-fertilisationopportunitiesObservingcompensationandbenefitsworkshopsEatingintheemployeeandexecutivecafeteriasWalkingthehallsobservingfurnishings,dresscode,andworkschedulesChangereadinessworkshopsPre-ACTfocusgroupsPost-ACTfocusgroupsACTsurveyQuantitativeInferentialQualitativeeM5.3Whentousethedifferentapproaches

1.2.3.4.

Inferential

WewantafullpictureNomoreSurveys!OurstaffaretoobusytoattendfocusgroupsCultureisnottheproblemhere...InferentialQualitativeHypothesesInferentialQualitativeHypothesesInferentialQuantitativeHypotheses

HypothesesSpeakwithProjectSponsorCultureOKQuantitativeAssess/AugmentClientSurveysM5.3OVERVIEWOFINFERENTIALAPPROACHSymbolsUseofspaceHierarchicaldifferentiatorsInformationroutesRelativeattentiontocategoriesofworkersMacroBusinessIssuesMissionStatementVisionStatementEconomicenvironmentLeadershipOrganisationalchangehistoryLabour,productivity,turnoverAccesstoanduseoftechnologyandofficeautomationtoolsPeopleIssuesFiringsandresignations,outplacementTreatmentofpeopleJobsatisfactionEmployeecounsellingandappraisalEmployeerightsOrganisationStructureTypeofstructureRoleflexibilityBudgetarycontrolBoardrepresentationSystemsUnion/managementissuesCompensation,rewardsystem,incentivesLegalrequirementsInferentialObservationofCULTUREinActionAttitudetoCustomersLanguageResponsetoissuesViewsaboutthemWhohascontactExternalGroups(suppliers,

regulator,shareholders,community)ComplaintsModesofinteractionLevelsofinvolvementResponsestoexternalgroups(natureandimpact)M5.3BenefitsandPitfallsofInferentialAnalysisBenefitsPitfallsNon-intrusiveNospecialactivityrequiredDoesn'tcreateexpectationsAviewofrealityCustomisedtoneedsAssessesonlyapointintimeDoesn'tdoanythingtochange

theorganisationNotrobustSubjecttoprejudicesofobserverUnfocusedM5.4OverviewofQualitativeAnalysisThreekeysforgatheringqualitativeinformationAccuracythroughcarefullystructuringactivitiestogathercomparableinformationfrommultiplesourcesProcessofgatheringinformationinitselfisaninterventionDonewithintenttoprovidefeedbackFocusGroupsRepertoryGridCriticalIncidentAnalysisStructuredInterviewsHotlineExamplesM5.4Definition:ChecklistforQualitativeAnalysis8.Organisedata1.Developfocusgroup/interview discussionguidesandclearpurpose2.Select participants4.Clear participation withsupervisors5.Invite participants6.Conduct interviews/focus groups7.Analyse data/form hypothesesMainStepsforQualitativeAnalysis3.Determinedatapackaginganddistribution9.PlanactionsM5.4BenefitsandPitfallsofQualitativeAnalysisAssessoveraperiodoftimeItisaninterventionHelpstomanagestakeholdersRichandfocusedSpecifictothisclientTheirlanguageCreatesownershipandunderstandingthroughinvolvementAirsissuesPRvalueFacilitatorcaninfluenceoutcomesRequiressizeableamountsofpeople'stimeDifficulttoanalysewheninvolvedinprocessMaynotbecomprehensive

(couldfocusontoday'spre-occupation)OutputmaybeindigestibleCangathertoomuchdataandraiseexpectationsBenefitsPitfallsM5.5O