普華文化的定義[英文版]

1、12Cultural artifacts and manifestationsCulture 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.ValuesBeliefsClimat

2、eNormsSymbolsPhilosophyThe core or essence of culture Its underpinningsValues 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

3、 encouraged to ask permission before taking risksSource: The Paradox Principles, The PwC Change Integration Team, 1996.Culture is the combination of the values and beliefs that provide direction and energy to what people do each day3LeadershipactionsPerformancemeasuresPeople practicesVision, purpose

4、, and strategyStructureCompetitivecontextClimateNormsSymbolsPhilosophyValuesBeliefsBehavioursDecisionsPERFORMANCEShapersCreation, reflection,reinforcement of cultureManifestationsContent and manifestations of cultureImpactImpact onorganisationalinteractionsResultsEffect on business resultsSource: Th

5、e Paradox Principles, The PwC Change Integration Team, Irwin, 1996.The effect of culture on competitive performance builds in layers4Culture and values need to be seen in the context of the whole organisation and its business systemMission/Vision/Business ObjectivesOrganizational purposeLong-term ob

6、jectivesMultiple-year goals & metricsProduct/service linesCorporate and Business StrategiesMarketsCustomersOfferingsCompetitive basisShareholder value driversOrganizationStructureFormal structureSupporting relationshipsLevels of authorityAlliance managementIntegrating mechanismsLeadershipDirecti

7、on setting and communicationOrganization mobilization Standard settingOrganizationCultureValues and beliefsUnderlying assumptionsClimate, norms, symbols, philosophyDecisions and behaviorsRegional and national culturesBusiness ProcessesProduct/service operationsSupport/ logisticsSupply chain manageme

8、ntMarket and customer managementPeopleTask requirementsIndividual competencies, skills and abilitiesTalent mix relative to strategyWork units/teamsIndividual behavior, and needs /values fitExternalProfitabilityUtilizationROA/EVAROCCustomer satisfactionMarket shareRevenueRepeat buyersNumber of custom

9、er complaintsCompany imageCompetitive cost positionsRelative R&D expendituresRelative labor costs(Many others)DIRECTION/IDENTITY FACTORSOPERATIONAL FACTORSExternalEnvironmentFEEDBACKCustomersCompetitorsSuppliersTechnologyIndustry structureFinancial marketsLabor marketsRegulation/legislationCommu

10、nity 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)InternalORGANIZATION PERFORMANCETechnologyCore productManufacturin

11、gR&DResource allocationOperational strategyWork designFinancial managementChange managementStaff functionsManagement practicesCommunication Performance managementHuman Resource managementPolicies, practices and proceduresKnowledge acquisition and deploymentTransaction processingFacilitiesManagem

12、ent InfrastructureManagement ProcessesInformation Management IT strategy IT architecture IT systemsBusiness Planning5Values 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 sol

13、utionsCreative people can work efficiently on their own toward commonly held goals and can share the long time horizons needed for innovative successPeople at distant points in the organisation can be trusted to use their intuition to solve problems in ways that are consistent with organisation purp

14、osesPeople work harder to fulfill values they believe in, thus enhancing personal motivation and enterprise productivityCommon values create group identity, improve morale, and eliminate the need for more detailed controlsCommonly held values tend to minimise squabbles, decrease internal friction, a

15、nd reduce time needed to manage themHigh-morale organisations will band together, and work intensively to solve critical problemsConsistent values will attract people who genuinely want to work for the company, and mutually held values create the trust needed for flexibility and effectivenessTrust,

16、created by common values, allows efficient delegation. People work independently toward commonly held goalsValue-activated people will consciously seek new opportunities to fulfill these values and will not waste time on those that do notSource: The Paradox Principles, The PwC Change Integration Tea

17、m, Irwin, 1996.6Behaviours and decisions have a very real and powerful impact on organisational and individual activityValues and beliefs drive shared patterns of behaviourlCustomer facing behaviourlStrategic behaviourlOperational behaviourlDecision making behaviourlInformation-flow behaviourlLeader

18、ship behaviourlManagerial behaviourlSupervisory behaviourlStaff behaviourHigh performance for an organisation is, to a large degree, a function of the right behaviours and the right decisions on the part of its people7Values and beliefs have a direct bearing on the decisions made by managers and emp

19、loyees. Cultural norms and philosophy shape .lHow decisions are madelHow long it takeslWho is involvedlHow many people participatelDecisions made with/without fearlHow to serve customerslCarrying out transactionslHow employees are treatedlDeveloping products and serviceslWhat managers controllDecisi

20、veness lInclusivenessThe process of decision making:The content of decision making:lSelection of priorities lExclusion of non-prioritiesBehaviours and decisions have a very real and powerful impact on organisational and individual activity8Leadership action such as the use of rewards and recognition

21、; Communications; Managerial style; Executive development; Conflict resolution; Decision makingPerformance 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 c

22、ounter to strategic directionCompensation/benefits systems; Recruitment; Training; Competency mapping; Learning programmes; Succession planning; Firing people; Commitment to employees life outside workVision/Mission statements; Ownership of strategic planning process; BudgetingOrganisation design pr

23、inciples (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 CultureLeadershi

24、p actionsPerformance MeasuresPeople practicesVision, Purpose & StrategyStructureCompetitive ContextMODEL M2: SHAPERS OF CULTURE9Principles or qualities considered worthwhile such as client service or product innovation, openness or collegiality. Can attach to any element of a business model: cus

25、tomers, 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.Feeli

26、ng or atmosphere, noticeable in the physical layout of work spaces and how employees interact with each other, with customers, and with other outsiders. Whats 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

27、 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

28、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 in

29、clude 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 i

30、n key internal documents and can be epitomised by the HP Way at Hewlett Packard. Manifestationsof CultureValuesBeliefsClimateNormsSymbolsPhilosophyMODEL M2: MANIFESTATIONSU:UNITPDTPNewcoSept-98Change.pptMODEL M5:Evaluation1011M5.1: A COMBINATION OF DATA GATHERING APPROACHES WILL BE NECESSARYInferent

31、ialQualitativeQuantitativeStatistical ValiditynEasily accessiblenLow costnLeast time requirednValidates and adds depth to quantitative datanSupports qualitative and quantitativenBuilds consensusnBuilds relationships-between project team members-within the organisationnValidates and provides depth to

32、 quantitative and inferential datanStatistically validnCan track changes over timenCreates a baselinenCan be benchmarkedEase of Collection12M5.2.1 EXAMPLES OF DIFFERENT APPROACHESFocus groupsrRepertory Grid rStructured interviewsrHotlinerCritical incident analysisrPwCs ACT surveyrRepertory GridrHarr

33、ison & Stokes Culture Gap SurveyrPfeiffer and Co, UKrKilman-Saxton Culture Gap SurveyrXicom and OrganisationalrDesign ConsultantsrOrganisational Culture InventoryrHuman Synergistics - VeraxrObservation of culture in environmentrAnalysis of documents observation of operational activitiesrExamples

34、rExecutive agendasrCustomer complaintsrInteractionsQualitativeQuantitativeInferential13M5.2.2 Examples of each approachr Observing the development of cross-fertilisation opportunitiesr Observing compensation and benefits workshopsr Eating in the employee and executive cafeteriasr Walking the halls o

35、bserving furnishings, dress code, and work schedulesr Change readiness workshopsr Pre-ACT focus groupsr Post-ACT focus groupsr ACT surveyQuantitativeInferentialQualitativee14M5.3 When to use the different approaches 1.2.3.4. Inferential We wanta full pictureNo moreSurveys!Our staff aretoo busy toatt

36、end focusgroups Culture is notthe problemhere. InferentialQualitativeHypothesesInferentialQualitativeHypothesesInferentialQuantitativeHypotheses HypothesesSpeak withProject SponsorCultureOKQuantitativeAssess/AugmentClient Surveys15M5.3 OVERVIEW OF INFERENTIAL APPROACHSymbolsnUse of spacenHierarchica

37、l differentiatorsnInformation routesnRelative attention to categories of workersMacro Business IssuesnMission StatementnVision StatementnEconomic environmentnLeadershipnOrganisational change historynLabour, productivity, turnovernAccess to and use of technology and office automation toolsPeople Issu

38、esnFirings and resignations, outplacementnTreatment of peoplenJob satisfactionnEmployee counselling and appraisalnEmployee rightsOrganisation StructurenType of structurenRole flexibilitynBudgetary controlnBoard representationSystemsnUnion/management issuesnCompensation, reward system, incentivesnLeg

39、al requirementsInferentialObservation ofCULTUREin ActionAttitude to CustomersnLanguagenResponse to issuesnViews about themnWho has contactExternal Groups (suppliers, regulator, shareholders, community)nComplaintsnModes of interactionnLevels of involvementnResponses to external groups (nature and imp

40、act)16M5.3 Benefits and Pitfalls of Inferential AnalysisBenefitsPitfallsr Non-intrusiver No special activity requiredr Doesnt create expectationsr A view of realityr Customised to needsr Assesses only a point in timer Doesnt do anything to change the organisationr Not robustr Subject to prejudices o

41、f observerr Unfocused17M5.4 Overview of Qualitative AnalysisThree keys for gatheringqualitativeinformationAccuracy through carefully structuring activities to gather comparable information from multiple sourcesProcess of gathering information in itself is an interventionDone with intent to provide f

42、eedbackFocus Groups Repertory Grid Critical Incident AnalysisStructured InterviewsHotlineExamples18M5.4 Definition: Checklist for Qualitative Analysis8. Organise data1.Develop focus group/interview discussion guides and clear purpose2. Select participants4. Clear participation with supervisors5. Inv

43、ite participants6. Conduct interviews/focus groups7. Analysedata/form hypothesesMainSteps for Qualitative Analysis3. Determine data packaging and distribution9. Plan actions19M5.4 Benefits and Pitfalls of Qualitative Analysis rAssess over a period of timerIt is an interventionrHelps to manage stakeh

44、oldersrRich and focusedrSpecific to this clientrTheir languagerCreates ownership and understanding through involvementrAirs issuesrPR valuerFacilitator can influence outcomesrRequires sizeable amounts of peoples timerDifficult to analyse when involved in processrMay not be comprehensive(could focus on todays pre-occupation)rOutput may be indigestiblerCan gather too much data and raise expectationsBenefitsPitfalls20M5.5 Overvie