文档介绍：该【企业文化讲义（英文） 】是由【1875892****】上传分享，文档一共【22】页，该文档可以免费在线阅读，需要了解更多关于【企业文化讲义（英文） 】的内容，可以使用淘豆网的站内搜索功能，选择自己适合的文档，以下文字是截取该文章内的部分文字，如需要获得完整电子版，请下载此文档到您的设备，方便您编辑和打印。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.
Values 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/both) 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
Performance 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
organisational
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 organisation and it’s business system
Mission/Vision/
Business Objectives
Organizational purpose
Long-term objectives
Multiple-year goals & metrics
Product/service lines
Corporate and
Business Strategies
Markets
Customers
Offerings
Competitive basis
Shareholder value drivers
Organization Structure
Formal structure
Supporting relationships
Levels of authority
Alliance management
Integrating mechanisms
Leadership
Direction setting and communication
Organization mobilization
Standard setting
Organization Culture
Values and beliefs
Underlying assumptions
Climate, norms, symbols, philosophy
Decisions and behaviors
Regional and national cultures
Business
Processes
Product/service operations
Support/ logistics
Supply chain management
Market and customer management
People
Task requirements
Individual competencies, skills and abilities
Talent mix relative to strategy
Work units/teams
Individual behavior, and needs /values fit
External
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
FEEDBACK
Customers
Competitors
Suppliers
Technology
Industry structure
Financial markets
Labor markets
Regulation/
legislation
Community
Core Competencies
Productivity
Work unit climate
Workforce motivation
Change capability
Individual performance
First-pass quality
Number of new products / innovations
Design cycle time
Transaction process time
Costs
(Many others)
Internal
ORGANIZATION PERFORMANCE
Technology
Core product
Manufacturing
R&D
Resource allocation
Operational strategy
Work design
Financial management
Change management
Staff functions
Management practices
Communication
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 seem 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 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
Common 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 problems
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 goals
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 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 behaviour
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
How to serve customers
Carrying out transactions
How employees are treated
Developing products and services
What managers control
Decisiveness
Inclusiveness
The process of decision making:
The content of decision making:
Selection of priorities
Exclusion of non-priorities
Behaviours and decisions have a very real and powerful impact on organisational and individual activity
Leadership action such as the use of rewards and recognition; Communications; Managerial style; Executive development; Conflict resolution; Decision making
Performance measurement systems; Choice of measures; Balance of Measures; Nature of Measures, Measurement of individual vs team goals; short vs long-term orientation; supportive of strategic direction vs counter to strategic direction
Compensation/benefits systems; Recruitment; 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 competitiveness; 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
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 organisation 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. What's it like to work here? Is it a formal or informal organisation? Do people worry about who should receive an e-mail 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 come to work, and when they leave. Embrace matters at all levels, from dress code and attitudes toward weekend work to whether or not a slow-growth 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
MODEL M5:Evaluation
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