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1、,What Culture Is,Cultural artifacts and manifestations Culture is visible all around the organisation in many artifacts and manifestations, such as performance standards, icons, myths and stories, rituals, traditions, the language people adopt, and the way relationships are encouraged to develop.,Va
2、lues Beliefs,Climate Norms Symbols Philosophy,The core or essence of culture Its underpinnings Values and beliefs are the deeply seated underpinnings that influence individual and organisational behaviour every day. For example: They influence the way people are rewarded (collectively/individually/b
3、oth) or the way they are encouraged to ask permission before taking risks,Source: The Paradox Principles, The PwC Change Integration Team, 1996.,What Culture Is,Culture is the combination of the values and beliefs that provide direction and energy to what people do each day,Leadership actions Perfor
4、mance measures People practices Vision, purpose, and strategy Structure Competitive context,Climate Norms Symbols Philosophy Values Beliefs,Behaviours Decisions,PERFORMANCE,Shapers Creation, reflection, reinforcement of culture,Manifestations Content and manifestations of culture,Impact Impact on or
5、ganisational interactions,Results Effect on business results,Source: The Paradox Principles, The PwC Change Integration Team, Irwin, 1996.,What Culture Is,The effect of culture on competitive performance builds in layers,What Culture Is,Culture and values need to be seen in the context of the whole
6、organisation and its business system,Mission/Vision/ Business Objectives,Organizational purpose Long-term objectives,Multiple-year goals & metrics Product/service lines,Organization Structure,Formal structure Supporting relationships Levels of authority Alliance management Integrating mechanisms,Ext
7、ernal,Profitability Utilization ROA/EVA ROC Customer satisfaction Market share Revenue Repeat buyers Number of customer complaints Company image Competitive cost positions Relative R&D expenditures Relative labor costs (Many others),DIRECTION/IDENTITY FACTORS,OPERATIONAL FACTORS,External Environment
8、,FEEDBACK,Customers Competitors Suppliers Technology Industry structure Financial markets Labor markets Regulation/ legislation Community,ORGANIZATION PERFORMANCE,Resource allocation Operational strategy Work design Financial management Change management,Staff functions Management practices Communic
9、ation Performance management Human Resource management Policies, practices and procedures Knowledge acquisition and deployment Transaction processing Facilities,Management Infrastructure,Management Processes,Information Management,IT strategy IT architecture IT systems,Business Planning,Values can s
10、eem a vague concept. What do values really DO in organisations?,People who share common values will help each other, generating teamwork and adding value through shared solutions Creative people can work efficiently on their own toward commonly held goals and can share the long time horizons needed
11、for innovative success People at distant points in the organisation can be trusted to use their intuition to solve problems in ways that are consistent with organisation purposes,People work harder to fulfill values they believe in, thus enhancing personal motivation and enterprise productivity Comm
12、on values create group identity, improve morale, and eliminate the need for more detailed controls Commonly held values tend to minimise squabbles, decrease internal friction, and reduce time needed to manage them High-morale organisations will band together, and work intensively to solve critical p
13、roblems,What Culture Is,Consistent values will attract people who genuinely want to work for the company, and mutually held values create the trust needed for flexibility and effectiveness Trust, created by common values, allows efficient delegation. People work independently toward commonly held go
14、als Value-activated people will consciously seek new opportunities to fulfill these values and will not waste time on those that do not,PRODUCTIVITY,FOCUS,ADDED VALUE,Source: The Paradox Principles, The PwC Change Integration Team, Irwin, 1996.,Behaviours and decisions have a very real and powerful
15、impact on organisational and individual activity,What Culture Is,Values and beliefs drive shared patterns of behaviour,Customer facing behaviour Strategic behaviour Operational behaviour Decision making behaviour Information-flow behaviour Leadership behaviour Managerial behaviour Supervisory behavi
16、our Staff behaviour,High performance for an organisation is, to a large degree, a function of the right behaviours and the right decisions on the part of its people,What Culture Is,Values and beliefs have a direct bearing on the decisions made by managers and employees. Cultural norms and philosophy shape .,How decisions are made How long it takes Who is involved How many people participate Decisions made with/without fear Ho
