Download - Co-operative Culture Management
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Co-operative Culture
Management
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2
Programme
1. People and organizational performance
2. The challenge
3. Culture: collective sensemaking and behaviour
4. Cultural change management process
5. Example of company analysis
6. Some findings up to now
7. The development of the ‘Levers’
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PEOPLE AND ORGANIZATIONAL
PERFORMANCE
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• To what extend people contribute to a competitive advantage?
• If so, How is this phenomena produced?
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1. PEOPLE AND ORGANIZATIONAL PERFORMANCE
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Organizational performance
ORGANIZATIONAL INITIATIVES
• Commitment or control people management strategies • Leadership development • Job design, etc.
People related
variables
1. PEOPLE AND ORGANIZATIONAL PERFORMANCE
Satisfaction?
Behaviour?
“Organizations do not behave, PEOPLE do”
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THE CHALLENGE
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• Help companies to unleash the energy of the people for the benefit of a common project maintaining the well-being of employees and the cooperative values.
• Further details: – Unleash the energy: create tension within the organization.
– Common project: not just for the benefit of the owners but for everybody within the company.
– Cooperative values: fostering cooperation and collaboration rather than internal competition.
2. THE CHALLENGE
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• Energy is referred to: tension that leads people to take initiatives, to risk, to face the challenges, to work harder,…
• In short, to change to a more proactive behaviour. What is influencing the behaviour of people within the organization?
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2. THE CHALLENGE
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CULTURE: COLLECTIVE SENSEMAKING AND
BEHAVIOUR
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3. CULTURE: COLLECTIVE SENSEMAKIG AND BEHAVIOUR
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Introducción
• The group influences strongly the perception and behaviour of an individual since everybody has the natural need to: – Integrate in the group.
– Feel valued and progress.
3. CULTURE: COLLECTIVE SENSEMAKIG AND BEHAVIOUR
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Definición de cultura
• The culture for the organization is similar to the personality for the
individual.
• Culture is influencing the individual and collective behaviour within a
company.
Culture describes the behavioural norms that
have been established through the interpretation
of the “messages” about:
• “How things are done here”
• “What really is valued in this company”
• “Where we invest time and money”
When there is an inconsistency between what is
said and done, what is done always shapes the
culture.
3. CULTURE: COLLECTIVE SENSEMAKIG AND BEHAVIOUR
Behaviour
Values
Basic beliefs
Norms
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The Organization as a metaphor: If your company were an animal, which one would be? How could you change the culture of a company?
3. CULTURE: COLLECTIVE SENSEMAKIG AND BEHAVIOUR
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NON-VISIBLE
LEVEL
VISIBLE LEVEL
DECLARED VALUES,
MISSION AND VISION
REAL VALUES
AND BELIEFS
SOURCES OF
‘MESSAGES’
• Behaviours
• Symbols
• Systems
OPERATING
CULTURE
• Constructive
• Passive/defensive
• Passive/aggressive
RESULTS
• Individual
• Team
• Organisational
MARKET
CONDITIONS
COMPANY HISTORY
1
2
3
4
5
6
7
3. CULTURE: COLLECTIVE SENSEMAKIG AND BEHAVIOUR
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Symbols are the observed facts to which people attribute a meaning . e.g. office’s style, how time is used, kind of promotions, rituals, selection of people, advantages assignment, etc.
Systems are the processes to manage the activity: • Productive organisation • People management policies • Strategic and management planning, etc. 15
Leadership Behaviour
Systems Symbols
It is the most important element for cultural generation and change. Based on: • Where we invest our time
and money • What we monitor. • What decisions we make • What our relationships are
like with others
SOURCES OF MESSAGES
3. CULTURE: COLLECTIVE SENSEMAKIG AND BEHAVIOUR
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• These three sources of messages are the input for collective sensemaking processes.
• The result is a collective interpretation of what is going on in the company.
• This collective interpretation leads to a shared perception that shapes the behaviour of people within the company.
3. CULTURE: COLLECTIVE SENSEMAKIG AND BEHAVIOUR
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Examples of Leader behaviours and the Culture it produces
BEHAVIOUR OF A LEADER CULTURE IT PRODUCES
Ready to accept errors
Find out and listen to the opinions of the front line
Take coffee in the shop floor.
Say no and accept a no as an answer
Ask for punctuality and he/she always is late for the meetings
Favour one person over another for reasons not based on performance
3. CULTURE: COLLECTIVE SENSEMAKIG AND BEHAVIOUR
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SYSTEMS CULTURE THEY
REINFORCE
Poor performance assessment system
Alignment between reward system and performance
Few hierarchical levels, horizontality
Assessment system that takes into account the opinions of collaborators
Increase employee autonomy for decision making (and therefore responsibility) on the job
Examples of Systems and the Culture they reinforce
3. CULTURE: COLLECTIVE SENSEMAKIG AND BEHAVIOUR
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SYMBOLS CULTURE THEY REINFORCE
Production is stopped because of a quality problem
Team leaders dedicate time to meeting with their collaborators
Offices are physically located at the same level as the production line
Status symbols are frequent (big offices, different travel policies, …)
Clothing, managers parking, lunch time, etc
Examples of Symbols and the Culture they reinforce
3. CULTURE: COLLECTIVE SENSEMAKIG AND BEHAVIOUR
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EXERCICE: Discovering your cultural rules
Which are the rules,
tacit and explicit, that guide the behaviour in your company?
3. CULTURE: COLLECTIVE SENSEMAKIG AND BEHAVIOUR
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EXAMPLES
• Never say „no‟ to your boss
• Be respectfull
• Work many hours
• Dont‟ commit errors
• In case of doubt, take risks
• Never say „no‟ to a customer
• Be autonomous
• Be reliable
• Cover you back
• Criticize your superiors
• Be loyal to the group
• Don‟t criticize you job mate
• Think positive
• …
3. CULTURE: COLLECTIVE SENSEMAKIG AND BEHAVIOUR
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• Approval
• Risk fear
• Opposition to change
• No proactivity
• Fear to consequences
• Many regulations, slowness
• Limited
adaptability • Competitiveness, no cooperation, Aggresiveness
• Conflicts, destructive criticism, individualism
• Error punishement
• Short-term objectives achievement-oriented 22
Constructive
Passive/
Agressive
Passive/
Defensive
OPERATING CULTURE
* Cooke & Lafferty. Organizational Culture Inventory (1983)
• Customer-oriented
• Innovation-oriented, creativity and change openness
• Achievement-oriented
• Person-oriented
• Team-oriented: participation, cooperation, teamwork, win-win paradigm
3. CULTURE: COLLECTIVE SENSEMAKIG AND BEHAVIOUR
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CULTURAL CHANGE MANAGEMENT PROCESS
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• Where we are now?
– Analysis tool.
• Where we want to go?
– Strategy and people management alignment tool.
• How are we going to progress?
– Identification and understanding of the levers (science)
– Development of the levers (tool box)
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4. CULTURAL CHANGE MANAGEMENT PROCESS
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• Act on: behaviours, systems
•Act on levers
• New symbols
• Measure success indicators
COMMUNICATION
MANAGEMENT
PROCESS
COMMITMENT
DEFINITION
DIAGNOSIS
PLANNING
IMPLEMENTATION
Define …
• Cultural model
• Values (and beleifs)
• Behaviours (Leadership
and others)
• Systems
• Expected results
4. CULTURAL CHANGE MANAGEMENT PROCESS
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EXAMPLE OF COMPANY ANALYSIS
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5. EXAMPLE OF COMPANY ANALYSIS
• Constructive: achievement, innovation, team, person, customer
• Passive: bureaucratic, dependent.
• Aggressive: competitive, hierarchical.
• Satisfaction • Commitment • Proactivity • Affective balance • Group extra-role
effort
MANAGEMENT LEVERS for change
COLLECTIVE BEHAVIOURS
RESULTS IN PEOPLE
• Leadership: vision, positive approach, listening, achievement motivation.
• Systems: training, information, participation, autonomy.
• Team: communication, co-operation
• Shared project: strategy, mission, vision
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28 Resultados obtenidos en este ámbito. Representa la media de las puntuaciones de las personas de tu centro que han participado en la encuesta
Porcentaje de centros que se encuentran con una puntuación media superior a la obtenida en este centro de trabajo
Nº encuestas
recogidas
% de participación
17 62,96%
3,69 2,79 4,48
4,70
3,98
4,95
87% 85%
78%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1,0
1,5
2,0
2,5
3,0
3,5
4,0
4,5
5,0
5,5
6,0
Satisfacción Compromiso Atención Cliente
Media Centro Media Negocio Porcentaje por encima
5. EXAMPLE OF COMPANY ANALYSIS
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3,28 3,60 4,08 3,165,20 5,30 2,80 2,10
4,18 4,20
3,77
3,05
82%
74%
37%
46%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1,0
1,5
2,0
2,5
3,0
3,5
4,0
4,5
5,0
5,5
6,0
Cliente Constructiva Pasiva Agresiva
Media Deseada Media Negocio Porcentaje
5. EXAMPLE OF COMPANY ANALYSIS
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4,14 3,49 3,88 4,06 3,20 3,16 3,20 3,98 3,67 3,58 3,69 2,79 4,48
4,314,14
4,704,54
4,16
3,863,64
3,92
4,38
4,08
4,70
3,98
4,95
57%
72%76%
69%
82%
72%
64%
48%
77%
70%
87% 85%
78%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1,0
1,5
2,0
2,5
3,0
3,5
4,0
4,5
5,0
5,5
6,0
Visión Positividad Escucha Motivac.logro Proyecto compartido
Formación Participación Autonomía Información Equipo Satisfacción Compromiso Atenc.Cliente
LIDERAZGO PROY.COMP. SISTEMA EQUIP. RESULTADOS
Media Media Negocio Porcentaje
5. EXAMPLE OF COMPANY ANALYSIS
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0%
29%24%
18%
41%35%
41%
0%
24% 24%
88%
59%
35%41%
41%59%
53%
94%
59%
76%
12% 12%
41% 41%
18%
6% 6% 6%
18%
0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Visión Positividad Escucha Motivac.logro Proyecto compartido
Formación Participación Autonomía Información Equipo
LIDERAZGO PROY. COMP. SISTEMA EQUIPO
Valoración BAJA Valoración MEDIA Valoración ALTA
5. EXAMPLE OF COMPANY ANALYSIS
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IMPACTO: indica la capacidad que tiene cada elemento de gestión para potenciar la Atención al Cliente. A MAYOR INDICE, MAYOR IMPACTO.
POTENCIAL DE MEJORA: indica el porcentaje de centros que han obtenido una puntuación superior en cada elemento de gestión. A MAYOR PORCENTAJE, MAYOR POTENCIAL DE MEJORA.
Autonomía Información Participación Formación
Elementos de Sistema
Proyect. Compartido
Equipo
Liderazgo; 3,9
Proy. Comp.; 3,2
Formación; 3,2
Participación; 3,2Autonomía; 4,0
Información; 3,7
Equipo; 3,6
0
1
2
3
4
5
6
7
8
9
10
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Imp
acto
ATE
NC
IÓM
AL
CLI
ENTE
Potencial de mejora
Prioridad 3: Mantener esfuerzos
Prioridad 1: Centrar esfuerzosPrioridad 2: Reforzar esfuerzos
Prioridad 4: Analizar esfuerzos
5. EXAMPLE OF COMPANY ANALYSIS
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SOME FINDINGS UP TO NOW
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• 35 companies; 4300 employees
34
0,230,22
0,190,18
0,14
0,08
0,0621%
41%
58%
75%
87%
95%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0
0,05
0,1
0,15
0,2
0,25
0,3
Impactos de las palancas percibidas en Resultados (en Industria)
Palancas
Series2
6. SOME FINDINGS UP TO NOW
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2
3
4
5
6
2 3 4 5 6
RES
ULT
AD
OS
CO
LEC
TIV
OS
(se
gún
tra
b.)
PALANCAS IMPLANTADAS (inversión realizada según directores)
Gráfico de los Negocios de industria
6. SOME FINDINGS UP TO NOW
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2
3
4
5
6
2 3 4 5 6
RES
ULT
AD
OS
A N
IVEL
DE
NEG
OC
IO
PALANCAS PERCIBIDAS A NIVEL DE NEGOCIO
Percepción de palancas y Resultados de los trabajadores por Negocios
6. SOME FINDINGS UP TO NOW
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13
9
5
2
3
4
5
6
2 3 4 5 6
RES
ULT
AD
O C
OLE
CTI
VO
(se
gún
tra
b.)
PALANCAS IMPLANTADAS (inversión realizada según directores)
Sólo colectivos de MOD en Industria
6. SOME FINDINGS UP TO NOW
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• Sample of 26 industrial companies; 1032 employees.
38
Actual
System
Perceived
System Commitment
Absenteeism
-,39 ,74
1,03
Productivity No sign.
Perceived
System Commitment
Organizational level
Individual level
-,49
,44
-,45
6. SOME FINDINGS UP TO NOW
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• Three big group of
companies:
• Group 3: the ones that
follow a clear commtiment
strategy.
• Group 1: the ones that
follow a control strategy.
• Group 2: those in an
intermediate position.
39
Dendrogram using Ward Method
Rescaled Distance Cluster Combine
C A S E 0 5 10 15 20 25
Label Num +---------+---------+---------+---------+---------+
14
24
12
2
23
21
9
18
1
10
3
13
17
22
19
25
20
5
15
26
8
16
7
4
6
11
GROUP 1
GROUP 2
GROUP 3
COMPANY XXX
6. SOME FINDINGS UP TO NOW
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• Test of the model:
40
,35
proactividad
,74
misión_visión
Standardized estimates
1) Ajuste Absoluto:
Chi=27,601 (8 df) para p=,001
GFI=\gfi
RMSR=\rmr
RMSEA=,047
ECVI=,075
NCP=19,601
,00
palanc
,49
LIDERAZGO
,70
SISTEMA
balance_afectVariable de control:
,94
actitudes
,65
satisfacción
,58
,47
compromiso
,58
,97
,71,55
,80
,53
2) Ajuste incremental:
AGFI=\agfi
TLI=,972
NFI=,989
CFI=,992
IFI=,992
3) Ajuste de Parsimonia:
Chi Normada=27,601/8
PNFI=,283
PGFI=\pgfi
6. SOME FINDINGS UP TO NOW
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THE DEVELOPMENT OF THE LEVERS
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• Leadership is one of the most determinant element in the generation of an organisation’s culture (the 1st Lever)
• The leadership exercised in our co-operatives has to be in line with the co-operative-constructive culture we want to strengthen
7. THE DEVELOPMENT OF THE LEVERS
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Co-operative
Leadership
1 : Vision of the future
2 : Positive approach
3 : People- and team-oriented
4 : Promoter of change
and innovation
5 : Achieveme
nt-oriented
6 : Integrity
7 : Co-operative behaviour
model
7. CO-OPERATIVE LEADERSHIP
Architect of the business
project, passionate about
change and continuous
learning
Personally shares the
values of the Experience
and exercises his/her
power as a service
committed to people, the
company and the social
environment
Consciously
administers his/her
emotional energy in
order to achieve the
best results in
Ensures that the
business project is
responsibly shared
and carried out by
means of teamwork
In relation to others, it
behaves on the basis
of respect, trust and
integrity
Creator of positive
thinking and
references
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PLANIFICACION
44
Competences and Behaviours
Training programmes
Personalised support
Communication of “best practice” in Management
Offer of Development
Personal Development Plan
Assessment conclusions
Reference Leadership Profile
7. CO-OPERATIVE LEADERSHIP (Development process)
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Bibliography
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Bibliography
• Cooke & Lafferty. Organizational Culture Inventory (1983) • Carolyn Taylor, “Walking the talk” • Fred Kofman, “Metamanagement I, II y III” • Edgard Schein, “Organizational culture and leadership” • John P. Kotter, “The heart of change” • Peter Senge, “La quinta disciplina en la práctica” • Stephen Covey, “Los 7 hábitos de la gente altamente efectiva”
• Curt Coffman y Gabriel González Molina, “¡Siga esta ruta!” • Jeanie Daniel Duck, “El monstruo del cambio” • Kevin Thomson y Almudena Rodríguez Tarodo, “El capital emocional”
• Michael Beer & Nitin Nohria, “Breaking the code of change” • J.C. Collins & J.I. Porras, « Built to last : successful habits of visionary companies », Random
House Business Books, London, 2000 • R. Kegan & L. Lahey, “How the way we talk can change the way we work. Seven languages for
transformation”, Jossey-Bass, 2000. • Beckhard R. (1992) “Changing the Essence: the Art of Creating and Leading Fundamental
Change in Organizations”. San Francisco; London: Jossey-Bass • Brooks E. (1980) “Organizational Change. The Managerial Dilemma”. London: The MacMillan
Press Ltd
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47 Liderazgo y Trabajo en Equipo
THANK YOU VERY MUCH MUCHAS GRACIAS ESKERRIK ASKO