Them, emphasizing the adaptability and flexible integration of internal consistency and attention of contradictions; top-down vision (mission) and bottom-up participatory conflict between.
Competitive culture from Quinn value model (see Figure 2), we can analyze three important messages:
from internal - external control - flexible two dimensions, the model will be divided into organizational culture goals, rules, support, innovation Four-oriented, empirical analysis is used to analyze various types of oriented culture impact on enterprise competitiveness.
from the model point of view, innovation orientation, goal-oriented development are biased towards the external-oriented, rules-oriented and support-oriented bias internal operations.
theory, health-oriented corporate culture should be a diamond. and excellent corporate culture from the international structure of graphics-oriented point of view, presented most of their cultural orientation as a trapezoidal, that is, support-oriented and innovation-oriented strong statement in itself does not bear the risk of research topics, etc., rules-oriented and goal-oriented rather weak, which may be developed Western countries, legal culture and on solid management foundation. Currently, the most comprehensive understanding of the electric tour information, that the cultural orientation of trapezoidal structure, has now become the pursuit of international good corporate culture model. This shows that: the ideal corporate culture must have the stability and flexibility - while maintaining the mission, vision and the stability of the same core values, but also in the company's organizational structure and business operations reflect the flexibility; must also focus on the external adaptation and integration of in-house - we must continue to adapt to customer and market needs, but also improve employee satisfaction. In other words, the two models is that the same thing -
corporate culture assessment model has been trying to balance the company's two basic contradiction: the contradiction between the consistency and adaptability, and is willing to top-down King (mission) and bottom-up participation in the conflict between. Indeed, corporate culture assessment system (CCMS) is to balance the construction of based on the basic contradictions (see Table 3).
Table 3: Comparison of the three dimensions of evaluation models, there are contradictory
antagonism to the CCMS, for example, such as : full-market companies concerned may face the problem of internal integration, and integration of the companies who over-control efforts may be due to too large, insufficient flexibility, can not adapt to the environment. Another example is overall mission of the company will often ignore the authority of the staff and work towards the understanding of employees, and employees the company has a high level of participation may be difficult to determine the direction.
contradiction should be unified to see and play the role it is still the CCMS, for example, to understand the most comprehensive information highway fence, in general, corporate culture, different stages of development in the enterprise, showing a different orientation, and the development of corporate culture have followed the path of a spiral : Innovation-oriented - Goal oriented - Rule Guidance - Human-oriented - High level of innovation-oriented corporate culture in order to continue to evolve, and promote the business management step by step towards a higher level, to understand the most comprehensive The information barrier, and the formation of spiral trend. There emerged that appear before the interaction of various dimensions and its far-reaching impact variables, such as is often the concern of the great impact of external market share and sales growth, while the internal are more concerned about the impact of investment returns and employee satisfaction; flexibility and innovation of products and services closely related to the stability of the directly affected, such as return on assets, return on investment and profitability and other financial indicators. No matter how CCMS further improvement and refinement, it is always balanced development of enterprises in the two basic contradictions.
three evaluation system based on corporate culture (CCMS)
diagnostic model of corporate culture corporate culture diagnosis is the most important part of corporate culture consulting is the real beginning of Publicizing corporate culture may be, we have done the training to the customer, we may have contact with customers to explain the process of the importance of corporate culture and some basic ways. However, the diagnosis (or research) consulting work is the most important part of corporate culture, because this time we will actually start with the customer in-depth contact, face to face interviews and communication, a large number of completed questionnaires and feedback, the most comprehensive understanding of the complex machine information. If we start The research work we can not we need to figure out what, or what the answer is first to tell customers, but to let customers know that our task of the research that we intend to clear in the research report, which issues, such as through the research report we mainly want customers to know their culture type of comparison between the values and culture focus on the next step, the actual situation of research focus for the company has focused on nature.
Publicizing corporate culture is the true diagnosis of beginning to understand the seals the most comprehensive information, because we can not the beginning, in the doors of the most comprehensive understanding of information. We should, through peace of mind, rigorous logic and adequate communication, the formation of diagnostic reports help to understand the most comprehensive in the information chain hoists, push consulting work. the lack of it types of work attitude and work style, no matter how difficult the diagnostic model to help us to revised diagnosis of corporate culture model (see Figure 3)
is the author of consulting practice in corporate culture founded by the evaluation system based on corporate culture (CCMS), the qualitative and quantitative analysis method combining five diagnostic through corporate culture common clear results-oriented corporate culture as a practical model.
Figure 3: Measurement System based on corporate culture (CCMS)
diagnostic model of corporate culture corporate culture culture by the overall level of the type
Evaluation System (CCMS -L), the most comprehensive understanding of the PVC pipe of information, both to know the business enterprise culture in the country's status (which is a database with the norm of the draw ratio), but also know that the general type of corporate culture, that is, the enterprise culture of innovation, the target culture, rules, culture, human dimensions of the culture of the four major comparative advantage in the overall situation, clearly present the general type of corporate culture. At the same time, companies need external environmental analysis to identify the impact of the the main factors for enterprise development, and the eight dimensions with CCMS-L were analyzed further to confirm the strategic development of corporate culture on the role of the existence of power.
the level of corporate culture corporate culture by comparing the level of
Evaluation Model (CCMS -L) in the different groups within the enterprise (molecules company, department, employee job title, education, age, etc.) compared with the comprehensive analysis of the various dimensions of cultural identity may be clear, the next step of the enterprise culture to identify the key population .
At the same time, companies need to conduct an internal environmental analysis, corporate cultural heritage not only to find the precious spiritual wealth, but to perspective of the current main problems in business management and evaluation at all levels of staff to find relevant source of status, further These focus groups clearly cultural construction in the next step in the improvement of the center of gravity.
strengths and weaknesses of corporate culture
evaluation results for the existence of the first two key issues require further investigation and analysis, carried out directional communication as well as for individual analysis of the survey questionnaire, a clear success factors behind the development of enterprises and the real bottleneck, and the formation of the research report their actual values and the values of employees comparison of ideal, but also know that different groups within the enterprise (molecules company, department, employee job title, education, age, etc.) the values of difference between the overall situation and the one hand, companies need to clear the transmission values, on the other hand a clear strategy for the development requirements of the enterprise summary of evaluation results of the analysis of the three, and the idea for the business questionnaire system can not only know the present, the location of corporate culture is the is questionnaire, both know the current system, the company match in terms of culture and the basic problem, and a preliminary solution concept.
enhance corporate culture, an important breakthrough in management through the analysis of the results of the first four evaluation summary, we can clearly point The company issued a preliminary concept of system characteristics, that is the core idea of corporate culture philosophy is. Sometimes she is a distant heavy spirit, such as the National Electric Power Company, Jingyuan etched in the hearts of a people, practical experience, such as Xidan Inc. other.
course, we do not have to report to refine the diagnosis of these profound meaning, but to give customers through the diagnostic report a evaluation of the real customers, customers can better work together to move forward. At this point, enterprise-oriented culture has been relatively clear. than those conventional, culture-style slogan of the Declaration - we often call nonsense Denison organizational culture model as the theoretical basis, in the Peking University Guanghua School of Management, China Europe International Business School, University of Arizona professors on the basis of research results, after several years of extensive research, practice testing and constant improvement in the quantification and assessment of corporate culture status quo, looking for the direction of corporate culture and other aspects of integration and enhance the role of good.
CCMS norm of 31 domestic provinces and cities from 2597 senior corporate data form filled out questionnaires to the domestic situation of the enterprise with corporate culture good representation. At present, the model has become a common corporate culture and diagnoses for one evaluation model.
Culture Evaluation System (CCMS) is divided into two main modules: the Evaluation of corporate culture model (CCMS-L) (see Figure 1) and enterprise value evaluation model (CCMS-V).
level evaluation model of corporate culture (CCMS-L) both reflect the culture and the norm compared to the overall level of the database and the basic characteristics, but also reflects the business within the different groups (molecules company, department, employee job title, education, age, etc.) the overall level of corporate culture differences and to understand the most comprehensive information of aluminum alloy quenching furnace. corporate culture level evaluation model (CCMS-L) scale consists of 30 questions posed, the subject statements in accordance with the subject of corporate culture fit with the degree of each subject to rate the score of 1-6 points. After statistical analysis,bailey UGG boots, 30 items reduced to four dimensions to understand the most comprehensive cleaning cleaning company Changzhou information coincides with the competitive value of each dimension model (CVF) counterparts. The model with two axes to represent the vertical and horizontal corporate culture of the two critical dimensions, namely the internal integration and external adaptation dimensions, process control and flexibility to self-dimension. two pairs of large dimensions combined together to form a four-oriented corporate culture, that culture of innovation, the target culture, rules, culture, and human culture. after measurement with the CCMS through specialized data analysis methods, can form visual profile of the corporate culture of status quo.
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