THE DENISON CULTURE MODEL... General Business Applications ä A baseline assessment of current cultural strengths and weaknesses. ä Understanding of current.

Slides:



Advertisements
Similar presentations
Chapter 13: Organizational Innovation and Change
Advertisements

Culture and Leadership
Organizational Innovation
FundamentalsOrganizationalReal Examples Three tracks Brown/Eisenhardt Text Wheelen/Hunger Text Guest Speakers Case Studies Student Profiles Supplemental.
How to Enhance Personal Productivity By Janet Hadley
Definition Competitive Advantage
© 2006 The Finance Project Sustainability Planning: Keys to Success.
Strategic Planning in Pharmacy Operations
Improving Your Business Results Six Sigma Qualtec Six Sigma Qualtec Six Sigma Qualtec – All Rights Reserved June 26, 2002 BEYOND SIX SIGMA: A HOLISTIC.
V i s i o n ACCOMPLISHED ™ Portfolio Management Breakthroughs Shelley Gaddie President Project Corps Pacific Northwest Portfolio Management Roundtable.
Strategic Planning and the Marketing Management Process
Do You Know ???.
IT Project Management Office
Performance Management and Strategic Planning
The Executive’s Guide to Strategic C H A N G E Leadership.
Performance Management and Strategic Planning: Overview
© 2005 Prentice-Hall 14-1 Organizational Culture Chapter 14 Essentials of Organizational Behavior, 8/e Stephen P. Robbins.
Strategic Leadership by Executives
Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Organizational.
Charting a course PROCESS.
Identity & Purpose Desired State Vision 2012 Target Achievements Projection into the external environment Key Successful factors / Value Drivers / Internal.
QS 702 Phase II: Encouraging the Integration of Technology Into Higher Education.
Strategic Planning Module Preview This PowerPoint provides a sample of the Strategic Planning Module PowerPoint. The actual Strategic Planning PowerPoint.
Lecture No 09 The Internal Assessment
1-1 Strategic Planning and the Marketing Management Process Chapter 1 McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights.
Organizing and Structuring Global Operations
Understanding our Results
Communication System Coherent Instructional Program Academic Behavior Support System Strategic FocusBuilding Capacity.
Competing For Advantage Part IV – Monitoring and Creating Entrepreneurial Opportunities Chapter 12 – Strategic Entrepreneurship.
Copyright ©2015 Pearson Education, Inc.
The Denison Model.
Organizational Resources and Competitive Advantage 1.
Chapter 7 Weaving Marketing into the Fabric of the Firm Eaton.
ORGANIZATIONAL DESIGN AND DEVELOPMENT INTERVENTIONS.
Introduction to Management LECTURE 17: Introduction to Management MGT
Strategic Entrepreneurship
1. 2 Total quality management is a set of management practices throughout the organization, geared to ensure the organization consistently meets or exceeds.
Kepemimpinan Strategis oleh Eksekutif Chapter 12
General Capacity Building Components for Non Profit and Faith Based Agencies Lakewood Resource and Referral Center nd Street, suite 204 Lakewood,
1 STRATEGIC LEADERSHIP The ability to anticipate, envisage and empower others to facilitate changes if needed. Coping with change and managing through.
2007 Faculty & Staff Denison Organizational Culture Survey.
© Pearson Education Limited 2015
Part Three: Management Strategy and Decision Making Chapter 7: Strategic Management Chapter 8: Managing the Planning Process Chapter 9: Decision Making.
Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 Performance Management and Strategic Planning: Overview  Definition and Purposes.
MG 2351 PRINCIPLES OF MANAGEMENT UNIT- II- PLANNING
Strategic Planning and the Marketing Management Process © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved. McGraw-Hill/Irwin Marketing Management,
People Priorities Framework
© 2005 Prentice-Hall 14-1 Organizational Culture Chapter 14 Essentials of Organizational Behavior, 8/e Stephen P. Robbins.
Unit-5 TQM culture Presented by N.Vigneshwari.  Culture is “the sum total learned beliefs, values, and customs that serve to direct the consumer behavior.
The Nature of Business McGraw-Hill  The McGraw-Hill Companies, Inc., 2001.
Audience Profiles RoleKey CharacteristicsValues & NeedsRecommendations C-Level Execs Challenge and opportunity is to capitalize on executives’ critical.
Strategic Planning 3-1 Zeenat Jabbar. Overview  Definition and Purposes of Strategic Planning  Linking Performance Management to the Strategic Plan.
" The Importance of RM in strategic in sustainable service delivery How to avoid Service Delivery Protest ” Institute of Municipal Finance Officers & Related.
11 International Strategy and Organization Chapter Objectives Explain the stages of identification and analysis that precede strategy selection.
Organization Theory and Design
October 1, 2015 v.1 Organizational Readiness Phase Two Presentation to the Chief Human Resources Officers October 1, 2015 Talent Management Consortium.
The Denison Organizational Culture Model & Link to Performance
1 Chapter 9 Implementing Six Sigma. Top 8 Reasons for Six Sigma Project Failure 8. The training was not practical. 7. The project was too small for DMAIC.
SAMPLE Develop a Comprehensive Competency Framework
Implementing Strategy in Companies That Compete in a Single Industry
three Chapter Eleven Organizing and Structuring Global Operations.
NASSCOM India Leadership Forum 2008
Org development ORG CHANGE MANAGEMENT HR Graduate Intern
Org development ORG CHANGE MANAGEMENT HR Graduate Intern
Human Resource Management By Dr. Debashish Sengupta
PLANNING.
NASSCOM India Leadership Forum 2008
Topic 3: Internal Analysis
2007 Faculty & Staff Denison Organizational Culture Survey
Executive Summary Survey of Japanese Cross-border M&A
Presentation transcript:

THE DENISON CULTURE MODEL... General Business Applications ä A baseline assessment of current cultural strengths and weaknesses. ä Understanding of current culture relative to high performing organizations - within a norming base of over 1,000 companies. ä A benchmark against which to target change efforts - relative to specific desired performance. ä Clear prioritization of short, mid, and long term change efforts - relative to the results sought for each of these time frames. ä Understanding of bottom-line related performance (profitability, sales/revenue growth, market share, quality, innovation, and employee satisfaction) - with direct links to cultural elements which may be supporting or hindering these performance areas. ä Development of individual leaders who can support and sustain the desired benchmarked culture. ä Shared understanding, a shared language, and shared expectations concerning culture and its implications for both individual and group results. ä An understanding and utilization of culture as a business oriented, behavioral, tangible, and results oriented mechanism - as opposed to the intangible, cumbersome, and often difficult to implement notions of culture. The Denison Culture Model is a tool which helps organizations, divisions, and teams - and the individuals within each - attain:

THE DENISON CULTURE MODEL... Applications: A Merger/Acquisition ä Understanding of the organizations’ areas of similarity and/or difference - for the purpose of planning and implementation of integration efforts. ä Prioritization of intervention efforts - relative to short, mid, and long term integration demands and goals. ä Creation of a cultural benchmark for which the integrated organizations can strive. ä Creation of a “third thing” (now understood to be essential to merger success) which will move the focus off of “each other” (blaming, fear, and internal competition) and toward a common, shared culture to be created. ä Design of leadership selection/development plans across the merged organization which support the creation of the desired, shared culture. Implementation of the Denison Culture Assessment within two or more organizations undergoing a merger can facilitate:

THE DENISON CULTURE MODEL... Applications: Facing Industry Restructuring ä Identification of those cultural areas which, although supportive of success in a previous environment, will hinder success going forward. ä Identification of those internal cultural strengths which can be leveraged to support success in the changing and uncertain environment ahead. ä Benchmarking against other companies which have successfully transitioned into a restructured and highly uncertain environment. ä Targeting and prioritizing of culture change efforts to match desired results - at the organization, department and team levels. Implementation of the Denison Culture Assessment within an organization facing industry restructuring can facilitate:

THE DENISON CULTURE MODEL... Applications: A Start-Up Venture ä Creation of a cultural benchmark early in the organization’s existence in order to focus organizational development efforts on high impact cultural areas. ä Identification of immediate areas of focus which will support the organization and its members in attaining rapid results: – Does the organization have a clear mission? – Does it have strong “bench strength”? – Does it have systems sufficient to support initial performance goals? – Does it have avenues for effective communication among the ranks and teams for the purpose of operations, addressing customer concerns, and growth? – Is the organization concerned with the customer’s viewpoint and needs? ä Attainment of a baseline against which the start-up can later assess itself and shift/re-order development efforts as it moves forward. Implementation of the Denison Culture Assessment within a new or young company can facilitate:

THE DENISON CULTURE MODEL... Applications: A New CEO ä The new leader’s rapid understanding and interpretation of organizational (as well as departmental/ divisional/team) strengths and weaknesses, and prioritization of these areas for both leverage and development. ä The new leader’s understanding of the organization’s specific performance challenges via a cultural framework (system functioning, cross-functional break-downs, broad-level as well as specific strengths and weaknesses, links of the organization’s culture to performance factors, etc.). ä A baseline against which the new leader can later measure his/her success in moving the organization forward toward high performance. Implementation of the Denison Culture Assessment upon arrival of new CEO or top leader can facilitate:

THE DENISON CULTURE MODEL... Applications: An Organization in Decline ä Interpretation of cultural factors and their possible links to the decline of the organization’s performance. – Is there a clear mission for the organization? – Is there enough adaptability/flexibility in the organization to respond to a changing environment? – Are the systems current and supportive of successful goal attainment? – Is the organization continuing to learn and develop the competencies of its personnel? – Is the organization listening to and responding to the concerns of its customers - or is it “doing what has always worked” regardless of what the customer wants? ä Prioritization of efforts to reverse the decline relative to areas of specific cultural strengths and weaknesses and desired business results. Implementation of the Denison Culture Assessment within an older company facing difficulty responding to change or encountering decline can facilitate:

THE DENISON CULTURE MODEL... Applications: A New Strategic Initiative ä Understanding of whether or not the necessary cultural conditions exist to support the successful implementation of the initiative. – Is the mission clear? – Is there high involvement and support for the initiative? – Is there the required adaptability to support a new/different path? – Are the systems and structures in place to ensure the initiative’s quality implementation? ä Prioritization of systemic-efforts (communication processes, systems, competency requirements, cross-team efforts, etc.) which must be implemented simultaneous to the new strategy to ensure success. Implementation of the Denison Culture Assessment within an organization, division, or team implementing a new strategic initiative can facilitate:

THE DENISON CULTURE MODEL... Applications: Customer Service Challenges ä Identification of the key cultural elements which are acting as barriers to customer service. – Do individuals at all levels embrace and “own” customer service as a performance priority? – Are individuals at all levels held accountable for providing quality customer service? – Are individuals empowered, trained, and provided resources to act on the customer’s behalf? – Are customer service decisions made at the level where the most information resides? – Are systems in place to provide integrated, seamless responses to customer needs? – Are customers’ concerns sought and integrated into strategic decisions and goals? ä Definition and prioritization of actions to quickly address the cultural weaknesses which are serving as primary barriers to customer service. Implementation of the Denison Culture Assessment within an organization or division facing customer service challenges can facilitate: