Culturetracker
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Transcript of Culturetracker
Key themes of this Masterclass
The impact of social culture on organisational culture
The implications for adaptability and Continuous Improvement
Why engagement isn’t enough for the 21st Century
How organisations should manage cultural change and CI in the future
Cracking the cultural crust
- drilling through to cultural change
Writing policies
Defining procedures
Following them
Getting everyone else to follow them
Getting everyone else to want to follow them
Adapted from TQM in Action, Pike/Barnes 1994
Standards(ISO, IoP etc.)
CI
EMPATHY, INNOVATION AND CONTINUOUS IMPROVEMENT CULTURE
ENGAGEMENTCULTURE
CONTROL CULTURE
Becoming a prevention-based, continuously improving organisation
Culture is identifiable at 3 levels:-
Visible artefacts (e.g. structure, appearance, location)
Values (e.g. public statements, sales literature, published accounts, policies)
Basic assumptions about what is acceptable and unacceptable; i.e. habits (embedded behaviour or the way we do things around here)
Edgar Schein’s Cultural model
Measuring culture vs. attitudesMeasuring culture vs. attitudes
ME THEMATTITUDESof toward
champion victim
CULTURE
VIEWS ON VARIOUS ASPECTS OF THE ORGANISATION AND TYPICAL BEHAVIOURS
Continuous Improvement……handling the jargon
TQMTotal Quality Management
TQMTotal Quality Management
WCMWorld Class Manufacturing
WCMWorld Class Manufacturing
CWCICompany Wide
Continuous Improvement
CWCICompany Wide
Continuous ImprovementLean
Administration
LeanAdministration
BPRBusiness Process Re-engineering
BPRBusiness Process Re-engineering
Six SigmaSix Sigma
KaizenKaizen
Learning OrganisationLearning OrganisationEmpowermentEmpowermentEngagementEngagement
A twin-track approach
FAST TRACK Annual programmes Cross-functional
improvements Customer-outcome-
driven Re-engineering
processes Project management
discipline Project based
organisation structure
SLOW TRACK Use 21stC skillsets Continual process of
small changes Based upon a
collaborative value set Linked to organisational
objectives Education and
involvement, but.. Stop buying sheep dip
Best ‘lean’ tools for admin Design for Service (QFD) Benchmarking Six Thinking Hats Value-added analysis Business Process
Analysis 5S SMED FMEA
The Four A approachAssess
the culture
Assess the
culture
Act onSolution
s
Analyse
the causes
Auditresults
Analyse - The three S diagnostic Structure
Organisation Infrastructure Presentation
Systems and processes
Recruitment Communication Involvement Development
Style Management style Customer empathy
Remove the barriers to empathy Complex grievance procedures Inefficient decision making systems Too many incredible no-men Too many rules - unwelcoming Customer criticism – ask why, not
what Wrong L&D focus Engagement surveys
Develop for empathy Creating customer experiences Opening up frontiers – welcome, not
rules Spending time at the front end Encouraging social networking with
customers In disagreements, asking how customers
would view it Challenging staff – why are you here?
10 easy ways to kill ideas in a control culture
“I’ll come backto that” (don’t)
Bring it back nexttime as your own Praise it
to death
squash it quick
refer to asub-committee
“can you come backnext time with...”
nit-pick itto pieces
mummyknows best the history
lessonif all else failsjust laugh
Reinforcing the culture Focus on great public
service Destroy silos Consistency Persistency Insistency Bubbles Nudges Rewards