The research I'm undertaking is in a tricky area ! I'm investigating how training and development can be used by senior managers in SMEs as a tool to develop a positive work culture which is in line with achieving company objectives.
From the literature, it seems obvious that organisations that do "all the right things" with regards to ITN, skills training, policy development etc, still have huge communication problems and performance problems. This is often the result, one surmises, of the different perceptions of culture ("the way we do things around here") bewteen management & workforce.
I'd appreciate any advice on how I could access these subtle differences in orgainsation culture in a practical and non-theratening way, in order to identify specific issues of conflict. (Rep. Grid ?)
Sorry if it's a bit "wordy", but that's the whole thing about org, culture & climate - it's very slippery and hard to get a handle on !
Jane Breverton
One Response
Measuring Organisational Culture
We’ve done this with clients including a global pharmaceutical company and major telecomms company.
The tools we developed to do it includes one that measures corporate ‘personality’ by profiling an agreed number of individual staff.
The other measures competencies and values, and how well people believe that they are performing against desired levels.
Both can be used as gap analyses to inform organisational development programmes.
More info is at:
http://www2.insightsworld.com/?page=hp/prod