MEASURE AND DEVELOP YOUR ORGANISATIONAL CULTURE
Organisational Culture is defined as the way in which members of an organisation relate to each other, their work and the outside world in comparison to other organisations. It can either enable or hinder an organisation’s strategy. Our Multi-Focus Model on Organisational Culture is a strategic tool aimed at helping organisations to become more effective by ensuring you get a detailed picture of:
What is the perfect Organisational Culture? 6 signs that your Organisational Culture is not working Info sheet on The Multi-focus Model ABOUT THE RESEARCH: This is the only model based on extensive research. The model is the result of a study on organisational cultures in twenty units from ten different organisations coming from government, private and corporate backgrounds. Conducted by Prof. Geert Hofstede and his research team in Denmark and the Netherlands. The research showed that a large part of the differences among the units could be explained by six factors related to concepts within the field of organisational sociology and the six dimensions were developed based on the literature. Data was collected through:
THE DIMENSIONS OF ORGANISATIONAL CULTURE
The Multi-Focus Model consists of six autonomous dimensions or variables. This enables us to provide insights on the fit between the actual culture and any strategic direction you can think of. Different combinations of dimensions provide insights in various strategic fits and the results generate easy to understand visualisations such as following example: DIMENSION 1: MEANS-ORIENTED VS. GOAL-ORIENTED This dimension is closely connected to the effectiveness of the organisation. In a means-oriented culture, the key feature is the way in which work has to be carried out; people identify with the “how”. In a goal-oriented culture, employees are primarily out to achieve specific internal goals or results, even if these involve substantial risks; people identify with the “what”. In a highly means-oriented culture, people perceive themselves as avoiding risks and making only a limited effort in their jobs, while each workday is pretty much the same. However, in a very goal-oriented culture, the employees are primarily out to achieve specific internal goals or results, even if these involve substantial risks. |
COURSES & TOOLS
CULTURAL EXECUTIVE OWNERSHIP (CEO) PROGRAM
For executives The Cultural Ownership Program, is a fully tailored programme designed for C-Suite executives. This programme can be delivered face to face or partially online. After an initial meeting a program is designed specifically for the participant. The exact focus, cases and exercises are designed to address the relevant challenges that the participant is facing and the context they are operating in. Contact us for more information CULTURAL AMBASSADOR PROGRAM
For executives, internal consultants and HR directors The Cultural Ambassador is an intensive program designed for managers and senior managers. This two-day workshop will help you visualise the impact corporate culture and national culture have on your operations, gain skills to effectively identify the cultural challenges within your organisation and take measures to minimise their effects. Contact us for more information Tools
ORGANISATIONAL CULTURE SCAN
Start a dialogue and a change process. Organisational Culture Scan based on the Multi-Focus Model is a strategic tool aimed at helping organisations to have a functional culture. Read more TEAM CULTURE SCAN
A snapshot of your team culture. Measure the culture of your team or a business unit easily with our Team Culture Scan. It has been used by hundreds of organisations of all industries and sizes. Read more EXECUTIVE MATCH
Leaders´ behaviour is an extremely powerful tool. In every cultural transformation project, change starts with leadership. Our Executive Match solution provides detailed insights into the concept of “Walking the Talk”. Read more |
DIMENSION 2: INTERNALLY DRIVEN VS. EXTERNALLY DRIVEN
In a highly internally driven culture employees perceive their task towards the outside world as a given, based on the idea that business ethics and honesty matters most and that they know best what is good for the customer and the world at large.
In a very externally driven culture the only emphasis is on meeting the customer’s requirements; results are most important and a pragmatic rather than an ethical attitude prevails.
In a highly internally driven culture employees perceive their task towards the outside world as a given, based on the idea that business ethics and honesty matters most and that they know best what is good for the customer and the world at large.
In a very externally driven culture the only emphasis is on meeting the customer’s requirements; results are most important and a pragmatic rather than an ethical attitude prevails.
DIMENSION 3: EASYGOING WORK DISCIPLINE VS. STRICT WORK DISCIPLINE
This dimension refers to the amount of internal structuring, control, and discipline.
A very easygoing culture reveals a fluid internal structure, a lack of predictability, and little control and discipline; there is a lot of improvisation and surprises.
A very strict work discipline reveals the reverse. People are very cost-conscious, punctual and serious.
This dimension refers to the amount of internal structuring, control, and discipline.
A very easygoing culture reveals a fluid internal structure, a lack of predictability, and little control and discipline; there is a lot of improvisation and surprises.
A very strict work discipline reveals the reverse. People are very cost-conscious, punctual and serious.
DIMENSION 4: LOCAL VS. PROFESSIONAL
In a local company, employees identify with the boss and/or the unit in which one works.
In a professional organisation, the identity of an employee is determined by their profession and/or the content of the job.
In a very local culture, employees are very short-term directed, they are internally focused and there is strong social control to be like everybody else.
In a very professional culture it is the reverse.
In a local company, employees identify with the boss and/or the unit in which one works.
In a professional organisation, the identity of an employee is determined by their profession and/or the content of the job.
In a very local culture, employees are very short-term directed, they are internally focused and there is strong social control to be like everybody else.
In a very professional culture it is the reverse.
DIMENSION 5: OPEN SYSTEM VS. CLOSED SYSTEM
This dimension relates to the accessibility of an organisation.
In a very open culture newcomers are made immediately welcome, one is open both to insiders and outsiders, and it is believed that almost anyone would fit in the organisation.
In a very closed organisation it is the reverse.
This dimension relates to the accessibility of an organisation.
In a very open culture newcomers are made immediately welcome, one is open both to insiders and outsiders, and it is believed that almost anyone would fit in the organisation.
In a very closed organisation it is the reverse.
DIMENSION 6: EMPLOYEE-ORIENTED VS. WORK-ORIENTED
This aspect of organisational culture is most related to the management philosophy.
In very employee-oriented organisations, members of staff feel that 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 very work-oriented organisations, there is heavy pressure to perform the task even if this is at the expense of employees.
This aspect of organisational culture is most related to the management philosophy.
In very employee-oriented organisations, members of staff feel that 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 very work-oriented organisations, there is heavy pressure to perform the task even if this is at the expense of employees.
