“Be a yard stick of
quality. Some
people aren’t
used to an
environment
where excellence
is expected”
Who is Culture
http://www.youtube.com/watch?v=GA8z7f7a2Pk
Artifacts of Culture
•
•
•
•
•
•
Founders, stories, ‘heroes’, myths
Tools, appliances, clothes
Symbols, ceremonies, rituals and rites
Language, jargon and mottoes
Norms, behaviours, values
Physical layout, order of seating, power proximity
Who is Culture
The people are the culture
What is Culture
The ideas, customs, and social behaviour
of a particular people
Culture is ….
“The way things are done around
here …. ”
Organisational Culture
From whence does an organisation’s culture originate?
Imagine a Motor
Mechanics Workshop
What images, sounds, odours, impressions and pre-conceived
ideas spring to mind?
Did it look like this?
Or this?
Same function – why
the differences?
Changing Culture
Do you have to ‘change’ the people or change the ‘people’
A Detroit based HR advisor described his
informal socialisation into pre-1980’s Ford culture. A list of
advice that he received …..
25
•
•
•
•
•
•
•
•
Don’t disagree with the boss
Don’t rock the boat
Look busy … even if you aren’t
Don’t smile or laugh too much
Be obsessive about getting the numbers right; estimates won’t do
If a colleague is chastised by management; don’t get involved
Observe the dress code
CYA (cover your ass)
Starkey & McKinlay “Managing for Ford” Sociology 1994 vol. 28, no 4.
Case Study
Apple (1991) – Governing Assumptions
Results of Internal Cultural Assessment
1. We are not in the business for the business alone, but for a
higher purpose – to change society, create something lasting,
solve important problems, have fun.
2. Task accomplishment is more important than the process used
or the relationships formed
3. The individual has the right and obligation to be a total person
4. Only the present counts
Schein “Organisational Culture and Leadership” 2004.
A “strong” organisation culture is where key values
are widely shared, intensely held and ordered by
employees who were guided by them. Share values …
•
•
•
•
•
•
•
Unite people with a common vision and purpose
Provide a sense of identity
Make work more rewarding
Make employees feel better about what they do
Reduce ambiguity
Build commitment to the group and organisation
Supply a set of informal rules that support company, group and
individual achievement
Deal and Kennedy (1998)
What is a Quality Culture
Where ideas, customs and social behaviour of a particular
people are intolerant of low quality
29
31
“We give equal priority to product quality and punctuality.
The BMW Group's commitment to quality comprises the
product from its original creation throughout its active lifecycle
all the way to recycling and all the operational processes
involved.”
Is yours a Quality
Culture?
Organisational Culture
Assessment Instrument
Lets assess the typology of your organisational culture …
The OCAI measures organisational culture against a
Competing Values framework of key characteristics;
1.
2.
3.
4.
5.
6.
Dominant attributes
Organisational leadership
Employee management
Organisation binding agents
Strategic emphases
Success criteria
… and it provides you with a Quality
Management and Improvement Strategy
Cameron & Quinn 2000
Clan Culture
1.
2.
3.
4.
Family
Teams
Employee management
Participative
Cameron & Quinn 2000
Adhocracy Culture
1.
2.
3.
4.
Creative
Energetic
New growth
Innovation
Cameron & Quinn 2000
Market Culture
1.
2.
3.
4.
Competitive
Results oriented
Market driven
Success defined
Cameron & Quinn 2000
Hierarchy Culture
1.
2.
3.
4.
Systematic
Process driven
Efficiency is success
Stability goals
Cameron & Quinn 2000
Plotting your scores onto the Competing Values
framework of key characteristics;
Conclusion …
The value of dissonance identification in building a Quality Culture …
1.
2.
3.
4.
Objective identification of areas for quality improvement
Validation (or otherwise) of internal opinion and assessment
Supports strategic direction and planning
Capacity development and continuous improvement
… With the objective of building long term
competitive advantage