Diagnosing Organizational Culture
 |
Diagnosing Organizational CultureThe feeling you get when you walk into the loan offices of typical bank is different than the feeling you get when you walk into the creative department of an advertising agency. In other words, we can intuitively sense, we can feel, differences in what we call organizational cultures. However, managing and sustaining culture change depends on more than just feeling. Rather, what is needed insight into what caused those "feelings," into their ABC's. Temenos' approach to this issue of organizational culture - known to be of vital importance to any organization's search for excellence - is based on a simple premise. That which we call the culture of an organization is the Consequence of the day-to-day choices people make about what Behavior toward one another they have come to be Aware is the "right thing to do. |
| So, for example, an organization's performance appraisal
policies and procedures are designed to increase Awareness of the
Behaviors whose Consequence will enable a person to remaining good
standing in the organization, and to move up in standing. Indeed,
most - if not all - of an organization's human resource policies
and procedures (e.g., goal setting: orientation sessions, etc.,)
are designed to empower employees with an increased Awareness of
Behaviors that have positive Consequences.
Temenos has three different but integrated tools to help organization's stay in touch with the "pulse" of their culture. These include: a) the very brief arms length "snapshot" provided by the Vital Signs Assessment Tool (VSAT), b) the more comprehensive picture provided by the Organizational Climate Questionnaire (OCQ), and c) the extensive and intensive behavioral assessment provided by the Organizational Excellence Survey (OES). |
|