1. T Understanding organizational development and quality culture Lisbon, 16 February 2014

8. Sustainability of change … Sustainability of change for improvement exists when a newly implemented process continues to improve over time, becomes ‘the way things are done around here,’ and certainly does not return to the ‘old’ processes that existed before the improvement project begins.

13. early engagement of all staff affected by the change positive management of scepticism and resistance

14. endorsement and support from key senior individuals support and involvement of consultant medical staff

15. Compatibility with organisational needs, priorities and culture awareness that the source of initiative (e.g. top-down, target driven or locally created) is influential

16. 3 Key factors sustainable implementation Empolyee involvement Commitment of management Focus on daily practice

18. T Staff the the key determined factor in providing quality of services. McKinsey report, 2007 Organisations can never exceed the quality of its staff – professionals.

19. Flexibility Control Extern Intern Dynamics and rythm of Organisational development Typology of organisational culture

20. * Increasing organisations' capabilities

21. Intellectual capability Social capability Commercial capability Material capability Flexibility Control Extern Intern

22. * Increasing organisations' capabilities Flexibility Control Extern Intern

23. Flexibility Extern Control Intern Efficiency Human focuss Effectiveness Innovation

24. Culture … Culture is the shared beliefs, values, attitudes, institutions, and behaviour patterns that characterize the members of an organization. … the core values ​​are the binder. … mental construct; … partly visible, partly invisible; … durable, stable and difficult to influence; … expresses the identity of the organization: corporate identity.

25. The culture of an organisation is made up of many variables – modes of interaction – assumptions, – rituals – membership – structures – control mechanisms – etc

26. Quality culture Quality culture is a specific aspect of organisational culture, which is defined as 'the social glue that helps to hold an organisation together'. Robbins (2001)

27. Quality culture … is an attitude and set of values employed by a company to improve the levels of quality in its service. This may be to improve the quality of – relationships with customers, – improve communication between employees – to improve the attitude of employees. … is a set of group values that guide how improvements are made to everyday working practices and consequent outputs

28. Quality culture values The understanding that 'we are all in this together’. This may refer to the management team, employees, suppliers and customers. Without each of these groups working together in harmony, the company will be unable to operate to its full potential. Communication is vital to improve quality. Management teams should keep colleagues up-to-date with important corporate changes as this will make the company function more effectively. It will also improve morale. Everyone should be treated equally- this also applies to the management team. This follows the idea that all members of the company have the same goal and ideals- to do the very best they possibly can for the good of the company. There is no such thing as failure. Negative outcomes can only help employees learn from their mistakes and do better next time.

29. Culture vs. Structure Informal organisationFormal organisation Culture Strcuture The structure determines who interacts with whom, what, where and when. It creates the conditions in which culture can be transferred, developed and continued. The culture determines the possibilities for the structure and effectiveness of a given structure.

30. Principles and opinions Values and norms Rituals and traditions Symbols Heroes and stories

31. Symbols

32. Heroes and stories

33. Rituals and traditions

34. Values and norms

35. Principles and opinions Employees like to work, to take responsibility, to develop and to be creative People only work if there is a high level of control. Professionals know what is best for those who are in need. Leadership: controling performance, activities and manage employees.

36. Organisational culture What are the 2 main challenges of your organisation ?

37. Organisational culture Perspectives: Power and cooperation (by Handy) Power distribution High Power distribution Low Cooperation Low Cooperation High Role Culture Power Culture Person Culture Task Culture

38. Organisational culture Perspectives: orientation (by Robert Quin) Flexibility Control External Internal Family HierarchyMarket Ad Hoc

39. Organisational culture 2 Flexibility Extern Control Intern Family Culture Ad Hoc Culture Hierarchy Culture Market Culture

40. Flexibility Control Extern Intern Dynamics and rythm of Organisational development Typology of organisational culture

41. Flexibility Extern Control Intern Family Culture Ad Hoc Culture Hierarchy Culture Market Culture Core characteristic: the motivation and efforts of staff in the organisation. The goals will be enahanced thruogh increasing the committment of staff. I.e. By creating consensus in decision making and changes processes. Core characteristc: Stability and continuity of the core business. These aim will be achieved by routines and procedures. Rules, structures and tradition determine the operations. Core characteristic: The organisation needs to compete in an unpredictable and competitive environment. The goals will be achieved through recruiting external measures and external human resources (outside the organisation) with the focus continuous adaptation to the market and creative innovation. Core characterisitc: Productivity and costs-benefits (financial perspective). These goals are achieved by steering behavior of staff.

42. What would be the culture characteristics which may respond the best way to your challenges ?

43. Flexibility Extern Control Intern Family Culture Ad Hoc Culture Hierarchy Culture Market Culture The manager creates clear tasks and manage these. He is strongly focussed on structure of the organisation and the various processes. The manager knows the core processes, controls, analyses and pays attention to the details. The manager is task oriented, committed and manage reaching the objectives. De director shows vision, plans and objectives. He clarifies expectations, organises and delegates. Manager encourages mutual trust, cooperation, team building and involvement of staff. He solves internal conflicts. Manager facilitates staff development. He knows and mange the competences of staff, is a good communicator, honest and accessible. The manager emphasises the creation of adaptations and changes. He identifies changes in the environment, important trends and can cope with uncertainty and risks. The manager has a clear vision to identify and to meet needs in the market. They mediate between organisation and environment. Image, performance and reputation are important elements.. They know how to negotiate and to sell. Role of the manager

44. Flexibility Extern Control Intern Family Culture Ad Hoc Culture Hierarchy Culture Market Culture Empowerment Team development Involvement of staff Continuous improvement Human Resource Development Open Communication Surprising and pleasure Creation new standards / norms Meeting needs Continuous Improvement Creative solutions Identifying non-conformances Measurement Process control Systematic problem solving Applying 7 quality instruments Measuring customer expectations Improvement productivity Creating partnerships Increasing competitive capability Involvement of customers and suppliers in the quality strategy

45. Organizational Culture Assessment Instrument' (OCAI) 1

46. Organizational Culture Assessment Instrument' (OCAI) 2 1. Diagnose a. Analysis current culture b. Analysis desired culture c. Interview Management team about the results 2. Design a. Identifying starting points for sustainable quality interventions b. Implementation plan and interventions.

49. Flexibility Extern Control Intern Orientation Efficiency Human focuss Effectiveness Innovation Strategic option Family Culture Hierachy culture Ad Hoc Culture Market culture Organisation culture Direction

51. Flexibility Extern Control Intern

52. Flexibility Extern Control Intern Surprising and pleasure Creation new standards / norms Meeting needs Continuous Improvement Creative solutions Empowerment of staff Team development Involvement of staff Continuous improvement Human Resource Development Open Communication

53. Flexibility Extern Control Intern Creativity Change management Effectivness Market management Flexibility Human Resource management Efficiency Project management

54. Flexibility Extern Control Intern Competing values FAMILY Human relations model HIERACHY Internal process model AD HOC Open system model MARKET Rational goal oriented model Participation, Opneness Growth, Gaining measures Innovation. adaptation Productivity, results Documentation, Information management Stability, control Direction, Goal clarification Commitment. morel

55. AFID N = 10

56. ASTANGU VRC N = 12

57. CENTERKONTURA N = 15

58. PANAGIA ELEOUSA N = 15

59. PLURYN WERKZIN N = 7

60. VALIKUPAI RC N = 10

61. NLN Philsboro N = 8

62. NLN Cavan N = 12

63. JOSEFHEIM N = 10

64. INTEGRAS N = 11

65. GRUE SERVICES N = 9

66. Workshop (60 minutes) Study the result of the culture scan ! – Observations / conclusion? – Do the identified topics fit in the current culture profile? – Does the improvement initiative(s) fit in the current culture profile? Consult / discuss with pilot partners about your observations / conclusions. Group 1. AFID – Panagia Eleousa – VRC -eQual Consulting. Group 2. NLN – Grue Services – Josefheim- Sinase Group 3. Astangu – Pluryn – Integras- Centerkontura- APQ - Disworks

67. Organisational Development & Culture

68. 1918 - 2013 We must use time wisely and forever realize that the time is always ripe to do the right things right.