Project Team 1

Carol Antonelli & Mica Werner

A system of shared beliefs and values that develops within an organization and guides the behavior of its members.

The personality of the organization

Strong – Great influence on the behavior of organization member.o Strong organizational culture facilitates

• Goal alignment• High level of employee motivation• Better learning from past

Weak – Dominant values are short lived and held mainly by upper management.o Organization members do not subscribe to the shared

belief, values and norms.o Weak culture has negative impact on employee as it is

directly linked to increase in turnover.

Symbols - Objects, acts, qualities, or events that convey meaning to others.

Stories - A story is a narrative based on true events, which is repeated- and sometimes embellished upon – to emphasize a particular value.

Heroes - A person whose accomplishments embody the values of an organization.

Rites and rituals - The activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in the

organization’s life.

Dominant Culture:Expresses the core values that are shared by a majority of the organization.

Subculture:Tend to develop in large organizations to reflect common problems, situations, or experiences.

Clan Entrepreneurial Market Bureaucratic

An employee-focused culture valuing flexibility, not stability.

A clan culture has an internal focus and values flexibility rather than stability and control.o Family type – values collaboration, cohesion through

consensus, job satisfaction

A risk-taking culture valuing flexibility. An adhocracy culture had an external focus and

values flexibility.o Adaptable, creative, and quick to respond to changes

A competitive culture valuing profits over employee satisfaction.

A market culture has a strong external focus and values stability and control.o Driven by competition and a strong desire to deliver

results.o Customers, productivity, and profits take precedence

over employee development and satisfaction.

A structured culture that has an internal focus and values stability and control over flexibility.

Formalized, structured work environment aimed at achieving effectiveness through a variety of control mechanisms that measure efficiency, timeliness, and reliability in the creation and delivery of products.

Behavior of

Employees

1

Cultural evolution and learning

6

Terminating deviant and

Nonperforming employees

5

Socialization of new

Employees

4

Recruitment and

hiring

3

Cultural

communication

2

Intervention Points Examples

1 Feedback/discussion of what is expected

2 Discuss history, folklore, and stories

3 Recruit and hire individuals aligned with the culture

4 Training program; mentoring; coaching

5 Terminating problem or nonperforming individuals using appropriate and fair due process

A continuous process for managing quality and perpetual improvement

Reducing errors in manufacturing, streamlining SCM, improving customer experience, etc.

Aims to hold all parties involved in the production process accountable for overall product quality

Commitment by Senior Management and all employees

Effective strategy, vision, mission and goals Customer / Supplier relationships Communication Tools and techniques for improvement Team work Systems to facilitate improvement and most of all…TRUST

Make an organization more competitive

New Culture which will enable growth and longevity

Working environment where everyone can succeed

Build teams, partnerships and co-operation

Reduce stress, waste, and friction

Ethics Integrity Trust Training Teamwork Leadership Recognition Communication

Recognition

Training

Teamwork

Leadership

Integrity & Ethics

communication communication

communication

communicationcommunication

Quality Improvement Teams – Small groups of employees, working on solving specific problems related to quality and productivity.

Benchmarking – Process of identifying the best practices and approaches by comparing productivity in specific areas within ones’ own company to other organizations both within and outside the industry.

Statistical process control - Statistical technique that uses periodic random samples taken during actual production to determine whether acceptable quality levels are being met.

Commitment – In order for the ‘Future Model’ to be a success, each member of the organization must be committed to the change process.

Training – Training must be a part of the organizations succession planning. Today, any training which is less than visionary will not help the organization meet its’ future goals and objectives.o Continuous training will:

• Give employees more confidence and motivation• Reduce staff turnover• Reduce errors• Improve productivity• Improve the organization competitiveness

David Hudson, Jaguar, Land Rover Director of Manufacturing OperationsTransforming Halewood into the world’s best Ford assembly plant:

o In 1998, Ford Motor Company elected to risk building the new ‘Baby Jag' X-Type Jaguar at an old Ford plant in Liverpool, England. This was a place that had been described as one of Ford's worst manufacturing plants and where the workforce struggled to build an adequate Ford Escort.

The Halewood Difference culture transformation program provided the foundation from which we could develop a completely new way of working. We have been able to harness the wealth and diversity of talent of our employees and together transform Halewood into ‘the best Ford assembly plant in the world'.

Leadership and teamwork go hand in hand. Lack of communication between departments,

supervisors and employees create a barrier for successful change.

Lead by example, train employees to provide quality product, create an environment where there is no fear to share knowledge, give credit where credit is due.

Gibson, JL., et al. Organizations - Behavior, Structure, Processes. 14th Edition. Chapter 2 (pg. 29-53).

Mishra, Pratibha. Organizational Culture. Ashapura Garments, Ltd. Dec. 16, 2009 (Slideshare).

Wilson, SC. Organizational Culture in Organization. Future Group. June 01, 2013 (Slideshare).

Nanak, G. Total Quality Management. Institute of Management. May 02, 2014 (Slideshare).

ASQ. Total Quality Management. http://asq.org/learn-about-quality/total-quality-management/overview/overview.html