MAIN MODELS AND THEORIES

ON CULTURE

Culture Defined

"An organic group phenomenon, whereby tradition passes on acquired learning to success generations while innovation builds capacity to evolve with the environment. The interplay between these complementary forces manifests in the shared beliefs and assumptions of the workforce. It is visible in shared attitudes, behaviours and artefacts, and determines the quality of (business) outcomes and results."

(O'Donovan, 2006) 

The Levels of Culture - the drivers, expressions and reflections of culture

Drivers include shared needs and the central paradigm (central beliefs, values and assumptions) of the workforce

Expressions of culture include shared attitudes and behaviours

Reflections of a culture include artefacts, outcomes and results

(O'Donovan, 2006)

Typologies of Culture

Two new typologies of culture meet the needs of 21st century business leaders who are looking to create a service culture, a culture of ethics or a culture of learning and innovation.

The first typology employs a systems perspective, to demonstrate how the dual forces of tradition and innovation coexist to create necessary friction. This model provides a useful frame of reference for those seeking to create a service culture or a culture of learning and innovation.

The second typology employs a moral perspective, to demonstrate the role of principles and values in organizational culture. From this typology three distinct cultures emerge—a culture of ethics, a black and white culture and a shades of grey culture.

(O'Donovan, 2006)

 ON CHANGE 

Internal Forces for Change

The Inert - technology, policies, processes, systems, structures, machine productivity standards

The Human - leadership changes, strikes and other staff issues, quality standards, service standards, capacity to generate ideas and innovations, moral standars, human productivity standards

(O'Donovan, 2006)

Responses to Change

Champions comprise circa 10% of the workforce - these will emit positive energy, be constructive and operate from higher emotions and motives (e.g. exploration, cooperation, service, mastery).

Laggards comprise circa 80% of the workforce - these will be a mixed bunch and resonpses will vary greatly.

Resistors comprise circa 10% of the workforce - these will emit negative energy, operate from lower emotions and motives (e.g. anguish, shame, fear, revenge) and be destructive. 

Value-adding resistors are genuinely fearful of the change and any perceived loss.  Good communication, counselling and education can help them come on board to become change champions.  They may fear that some aspects of the organizational culture have been ignored in the change process and their input can help shape the change programme for the better.  Value-destroying resistors undermine the change initiative to suit a hidden agenda.  They are concerned with serving self-interest and protecting their own power bases.

(O'Donovan, 2006)

The Culture Change Cycle

 The Culture Change Cycle consists of three stages that can be managed using programme management. 

Phase One consists of a centralised event - instil commitment to a shared philosophy, recognizing that employee commitment to a corporate philosophy much concur with both individual and group interests.  Unfreeze congnitive maps using experiential learning activities.

Phase Two is localised in the workplace - develop and reward competence in key principles and values, keeping in mind that one will foster greater competence by focusing on one principle or value at a time, rather then by addressing a host of them in unison.

Phase Three is the consolidation and readjustment period - consolidate learning, reinforce alignment with common philosophy and purpose.  Consider new envrionmental demands and the culture's synchronosity with these before starting the cycle afresh.

For all three phases, using 'cultural embedding mechanisms' to anchor the new way of doing things into everyday practices and to perpetuate consistency.

(O'Donovan, 2006)

The Strategic Implementation Plan (for organizational culture change)

Culture Change - From Vision To Reality

1. Strategic Planning & Design - go back to the drawing board to revisit the organizations' central purpose, form the strategic management team, organize the workforce, design the core programme and embedding mechanisms

2. Strategy Implementation - communicate vision and programme roll-out, manage the human landscape by navigating the emotional dynamics, maintain the momenum and solidify gound made

3. Evaluation and Readjustment - measure results and plan for the future

(O'Donovan, 2006) 

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ON CORPORATE GOVERNANCE

'An internal system encompassing policies, processes and people, which serves the needs of shareholders and other stakeholders, by directing and controlling management activities with good business savvy, objectivity and integrity. Sound corporate governance is reliant on external marketplace commitment and legislation, plus a healthy board culture which safeguards policies and processes'.

....the perceived quality of a company's corporate governance can influence its share price as well as the cost of raising capital. Quality is determined by the financial markets, legislation and other external market forces plus the international organisational environment; how policies and processes are implemented and how people are led. External forces are, to a large extent, outside the circle of control of any board. The internal environment is quite a different matter, and offers companies the opportunity to differentiate from competitors through their board culture. To date, too much of corporate governance debate has centred on legislative policy, to deter fraudulent activities and transparency policy which misleads executives to treat the symptoms and not the cause.

(O'Donovan, 2003)

ON CORPORATE SOCIAL RESPONSIBILITY (CSR)

The term CSR management refers to the act of maximising on, and achieving balance between, an organizations "citizen" responsibilities and "operational" responsibilities.  The former refers to act of goodwill towards the community which the latter pertains to good management practices.

(O'Donovan, 2006)