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CULTURE-TRACK Assessing BUSINESS CULTURE PRACTICES

CULTURE-TRACK Assessing BUSINESS CULTURE PRACTICES

Culture-Track allows Executives and Human Resource Professionals to determine the business culture profile of the organisation and whether the profile is suitable for achieving the strategic goals of the business. This process allows executives and leaders to influence company values and mould the business practices of the organisation as a source for competitive advantage.

 

The culture profile of the organisation is represented by six cultural attributes that strongly indicate how the companies' structures, human resource, leadership, mamagement and reward practices either help or hinder the achievement of strategic intent. What emerges is a profile of the "personality" of the organisation.

DIMENSION 1 : ACTIVITIES OR OUTPUT ORIENTED

The activities oriented versus output oriented dimension is, among the six dimensions, most closely connected with the effectiveness of the organisation. In output oriented organisations employees are primarily out to achieve specific goals or results, even if these involve substantial risk. In activities oriented units the key features is the way in which the work has to be carried out.

DIMENSION 2 : JOB OR PERSON ORIENTED

In extremely person oriented organisations members of staff feel that their personal problems are taken into account and that the organisation takes responsibility for the 'welfare' of its employees, even if this is at the expense of the work. In extremely job oriented organisations there is a heavy pressure to perform the task even if this is at the expense of the employees.

DIMENSION 3 : CORPORATE OR PROFESSIONAL ORIENTED

In a professional organisation the identity of employees is determined by their occupation (profession) while in corporate units the identity of an employee is determined by the fact of being a member of the organisation

DIMENSION 4 : OPEN OR CLOSED ORIENTED

This dimension relates to the internal and external communication climate of the business. In open organisations, communication is free. In closed organisations the channels are more or less blocked.

DIMENSION 5 : TIGHT OR LOOSE CONTROL ORIENTED

The tight dimension reveals a strong internal structure, predictability and discipline. Loose indicates improvisation and surprises.

DIMENSION 6 : CONVENTIONAL OR PRAGMATIC

While dimension 5 describes the predictability of internal functioning, dimension 6 indicates to what extent functioning vis-á-vis the surroundings (usually the client) is programmed beforehand. Dimension 6 is distinguishable from dimension 1 because in this case it is not impersonal results which are at stake, but the satisfaction of the customer, client or commissioning party.

 


 

CULTURE TRACK

Assessing

THE "PERSONALITY" OF THE ORGANISATION

INSTRUCTIONS:

This survey provides you with an opportunity to give your opinions about a number of work practice issues that affect you, your peers and the organisation on a day-to-day basis. Your answers, together with others taking part in the audit will be summarised to maintain confidentiality. Please do not put your name on any page of the questionnaire. Written comments in Part 2 of the survey will also be summarised. No hand written comments will be given to anyone other than the company processing the survey data. Be sure to write legibly in block capitals.

Be sure to answer every statement.

The following list contains two opposite descriptions:

 

 

Where I work everybody always smokes

1

2

3

4

5

Where I work nobody ever smokes

 

 

If it is true that everybody always smokes where you work, please circle 1. If nobody smokes please circle 5. If your answer is in between, choose 2, 3 or 4 depending on whether the situation is closer to 1, or 4, or just in between. (Please always circle ONE answer for each set of descriptions).

The feedback you supply will be used to either fine-tune your existing performance management processes or customer design one using your input to guide the company. Please be sure to answer the five written questions in Part 2 of the survey. The answers will be combined with feedback from other respondents to preserve anonymity. They will not be shown in any way in which you can be identified personally.

 

JOB CATEGORY REGION

(Tick one block)

What type of work do you do? Where do you work?
[] Executive Management

[] Senior / Middle Management 

[] Technical 

[] Professional 

[] Maintenance 

[] Clerical

[] Supervisory

[] Administrative

 

[] Head Office

[] Field Position

[] ........................

[] ........................

[] ........................

 

 

DEFINITIONS

"organisation" refers to the company as a whole and not only your business unit, section, division or department.

"employees" for the purpose of this survey refers to all the employees and managers in the company

"work group" refers to the group of people you work with most frequently on a day-to-day basis.

"manager" refers to all managers/supervisors (including Regional, Business Unit, Divisional and Departmental managers/supervisors)

"top management" refers to the Executive Managers of the organisation.

 

PLEASE NOTE: Although some of the statements may not be worded exactly as you wish the opposites to be described, please indicate the response of your choice by circling the appropriate number. Please answer all questions.

PART 1

 

WHERE I WORK:          

 

1. the major emphasis is on meeting the needs of the customer

1

2

3

4

5

the major emphasis is on correctly following organisation procedures

2. there is a strong pressure for getting the job done; there is little concern for personal problem of employees

1

2

3

4

5

personal problems of employees are always taken into account; getting the job done comes second

3. people are uncomfortable in unfamiliar situations; they try to avoid taking risks

1

2

3

4

5

people are uncomfortable in unfamiliar situations; they do not mind taking risks

4. there is little acceptance of individual differences, people should behave like everybody else.

1

2

3

4

5

everybody is allowed to go his/her own way, no two people have to be alike

5. if rewards (of all kinds) are given, they are based on individual performance

1

2

3

4

5

if rewards are given, they are based on group or department performance

6. all important decisions are taken by individuals

1

2

3

4

5

all important decisions are taken by groups or committees

7. subordinates have to work according to detailed instructions from their superiors

1

2

3

4

5

subordinates organise their own work within broad standards set by superiors

8. we do not think more than a day ahead

1

2

3

4

5

we think three years ahead or more

9. we always supply the same well tested products and services

1

2

 

3

 

4

 

5

 

we try to be pioneers in developing new products and services

 

 

 

WHERE I WORK:

         

 

10. co-operation and trust between departments is normal

1

2

3

4

5

competition and mistrust between departments are frequent

11. our organisation and people are open and transparent to newcomers and outsiders

1

2

3

4

5

our organisation and people are closed and secretive, even among insiders

12. contacts are mostly verbal, few things are written down

1

2

3

4

5

everything is put down in writing

13. strong ties of loyalty link the employees with the organisation

1

2

3

4

5

employees will easily leave the organisation for a better job elsewhere

14. many people wonder about the purpose of the importance of their work

1

2

3

4

5

everybody knows the purpose and importance of their work

15. to a large extent, departments develop their own rules

1

2

3

4

5

the rules of the organisation are strictly and uniformly applied in all departments

16. everybody is highly conscious of the cost of time and/or materials

1

2

3

4

5

nobody ever thinks of the cost of time and/or material

17. people spend the least effort possible

1

2

3

4

5

everybody always puts in minimum effort

18. diplomas and academic titles are very important

1

2

3

4

5

job competence is what counts, regardless of how it was acquired

19. some mistakes are accepted as a normal consequence of initiative

1

2

3

4

5

mistakes are severely punished

20. managers resent being contradicted

1

2

 

3

 

4

 

5

 

managers want to hear people's opinions even if they are different from theirs

21. people identify primarily with the total company or organisation

1

2

3

4

5

people identify primarily with their own Location, department or work

22. people feel very secure about their jobs

1

2

 

3

 

4

 

5

 

people are constantly worried about losing their jobs

23. people's private lives are considered their own business

1

2

3

4

5

our organisation is concerned about people's behaviour both on the job and at home

24. our organisation contributes little to the well-being of society

1

2

 

3

 

4

 

5

 

our organisation fulfils a valuable task for the well-being of society

 

 

 

WHERE I WORK:

         

 

25. we appreciate people who act assertively: false modesty does not get you anywhere

1

 

2

 

3

 

 

4

5

 

people who try to make themselves bigger than others become unpopular with us: modesty is a virtue

26. Our organisation takes a major responsibility for the welfare of its employees and their families

1

2

3

4

5

our organisation is only interested in the work our employees do

27. newcomers are helped to adapt quickly to the job and the work group.

1

2

3

4

5

newcomers are left to find their own way

28. we make a lot of jokes about the organisation and our job

1

2

3

4

5

we always speak seriously of the organisation and our job

29. almost anyone would fit into our work environment

1

2

3

4

5

only very special people fit into our work environment

30. meeting times are kept very punctually

1

2

3

4

5

meeting times are only kept approximately

31. we never talk about the history of our organisation

1

2

3

4

5

people tell us a lot of stories about the history of our organisation

32. our style of dealing with each other is quite informal

1

2

3

4

5

our style of dealing with each other is quite formal

33. we let quality prevail over quantity

1

2

3

4

5

we let quantity prevail over quality

34. decision making is centralised at the top of the hierarchy

1

2

3

4

5

decisions are taken by the most expert or best informed people, wherever they are placed in the hierarchy

35. new employees usually need more than a year before they feel at home

1

2

3

4

5

new employees usually need only a few days to feel at home

36. correct procedures are more important than rules

1

2

3

4

5

results are more important than following correct procedures

37. job competence is the only criterion used for hiring people; their background does not influence the decision

1

2

3

4

5

people from the right family, social class, or school background have a better chance of being hired

38. we have high standards of business ethics and honesty, even at the expense of short-term results

1

2

3

4

5

in matters of business ethics, we are pragmatic not dogmatic

39. ordinary members of the organisation never meet our managers

1

2

3

4

5

ordinary members of the organisation regularly meet with their managers

 

 

 

WHERE I WORK:

         

 

40. we always dress formally and correctly

1

2

3

4

5

we often dress informally and casually

41. decision making is the prerogative of top management

1

2

3

4

5

decisions are made at the most appropriate levels in the organisation

42. each day brings new challenges

1

2

3

4

5

each day is pretty much the same

43. management is mean about small things which would make employees' lives pleasant

1

2

3

4

5

management is pretty generous with small things which make employees' lives more pleasant

44. there are few rules and procedures

1

2

3

4

5

there are a great many rules and procedures

45. we are sensitive and careful to respect each other's feelings

1

2

3

4

5

we are quite direct with each other and accustomed to being confronted

46. people often break their promises

1

2

3

4

5

people keep their promises if they make them

47. the organisation's rules are always kept

1

2

3

4

5

the organisation's rules are often broken

48. it does not matter what colleagues think of you

1

2

3

4

5

it is extremely important what colleagues think of you

49. unwritten rules are more important than written ones

1

2

3

4

5

written rules are more important than unwritten ones

50. the structure of the organisation is continually being changed

1

2

3

4

5

the structure of the organisation is kept fairly stable

51. departments act as if they were independent kingdoms

1

2

3

4

5

departments put themselves at the service of the whole organisation

52. conflicts are brought into the open

1

2

3

4

5

conflicts are covered up

53. one is always told straight-forwardly and at once how things are, even if the news is bad

1

2

3

4

5

one is never told straight-forwardly and at once how things are; bad news is never told straight out

54. people are consulted before changes are made

1

2

3

4

5

changes are imposed by decree

55. managers keep good people for their own departments for as long as possible

1

2

3

4

5

good people are encouraged to move between departments to broaden their experience and advance in their careers.

 

 

 

How important is each of the following in determining your opportunities for promotion in this organisation? (Please circle ONE answer in each line across)

Of very little or no importance

Of little importance

Of moderate importance

Very important

Of utmost importance

1. Long service within the organisation

1

2

3

4

5

2. Getting the job done

1

2

3

4

5

3. Personality and self-presentation

1

2

3

4

5

4. Diplomas and formal qualifications

1

2

3

4

5

5. Commitment to the organisation

1

2

3

4

5

6. Being known as a good colleague

1

2

3

4

5

7. Loyalty to your department

1

2

3

4

5

8. Following rules and regulations

1

2

3

4

5

9. Proven performance

1

2

3

4

5

10. Service to the customer

1

2

3

4

5

11. Doing the right things

1

2

3

4

5

12. Doing things right

1

2

3

4

5

 

 

Gary Watkins

Gary Watkins

Managing Director

BA LLB

C: +27 (0)82 416 7712

T: +27 (0)10 035 4185 (Office)

F: +27 (0)86 689 7862

Website: www.workinfo.com
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