威廉希尔足球中文网站
文化的作用
什么是企业文化?
公司文化通常被描述为“威廉威廉希尔指数在这里做事的方式”.”
为什么理解文化很重要?
一个公司的文化对商业结果有很大的影响, 从客户忠诚度, 创新, 达成战略财务目标.
文化 can be a relatively cost-effective way for a company to differentiate itself as an employer and retain and eng年龄 top talent to support and achieve its most strategic goals.
Companies with strong workplace cultures report more than five times the revenue of companies with poor cultures.
While culture is invisibly shaped by the collective values of company members who keep social norms in place, 这也可以从员工的态度上观察到, 业务策略, 决策, 和领导风格, 性能测量, 奖励, 使用的语言, 着装规范, 营业时间, 公司结构, 和更多的.
文化是值得威廉威廉希尔指数关注的，它是商业成功的头号敌人. 它可以打破或推动你公司的战略.
高度投入的公司有高度投入的领导者. These leaders understand that business outcomes are easier to achieve with an eng年龄d workforce. 领导者需要拥抱多样性和包容的行为，并树立尊重的榜样, 因为领导者会影响员工如何看待公司.
任何企业文化的根源都是其成员所持有的价值观. These values often manifest in observable employee behaviors and artifacts (such as office layout, 装饰, 和着装). 每个公司都有自己的文化，或者是设计出来的，或者是默认的. 如果你的公司没有明确的定义, 建立并培养理想的企业文化, 于是，一种无意的“做事方式”就形成了.
拥有一个重视多样性和包容性的文化可以确保员工的价值, 受人尊敬的, 接受, 并鼓励他们充分参与公司的工作. 员工 in diverse and inclusive environments feel appreciated for their unique characteristics and are therefore comfortable sharing their ideas and other aspects of their true and authentic selves.
文化的关键属性
- 共享 – 文化 is an attribute of a whole group, not of an individual or a collection of individuals. 这一切都是威廉希尔足球中文网站不成文的, 共同的价值观, 规则, 以及指导组织行为的假设.
- 无处不在的 – 文化 applies broadly throughout an organization, permeating all levels and functions.
- 持久的 – 文化 has a major influence over the long-term mindset and actions of an organization. 它包括共同的仪式, 故事, 传说, 以及定义组织的典型经验. It plays a major role in determining those who fit in and stay and those who don’t and tend to leave, 因此，随着时间的推移，会变得自我强化和抗拒改变.
- 隐式的 – 人 are hardwired to instinctively recognize and respond to culture — serving as a kind of organizational silent langu年龄. 研究表明，人类的文化能力是普遍的, 被进化过程塑造的.
组织文化设计
随着不同公司的成长, 由于不可避免的组织变化会影响你的公司, 有意识文化的重要性变得更加明显.
Organization design is a process that aligns core components of the company’s system to solve business problems, 使性能, 和定义文化. 下面来确定一个理想的文化, 包括员工和内部客户体验, 启用未来状态.
- 策略 -更新任务、愿景、指导原则和战略路线图
- 结构 -确定结构，包括核心职能/工作, 角色, 责任, 决策权和治理
- 流程 & 技术 – Determine new operating model, core business processes, and how technology could support
- 人 -了解未来所需的能力, 现有的能力, 以及让合适的人担任合适的角色的策略
- 奖励 – Determine compensation and performance goals; Create meaningful 奖励 & 认知强化新行为
- Data -理解数据分析的广度和深度
表达的愿望
文化转型与为组织定义新战略没什么不同. 这两者都必须在公司内部公开讨论和理解. Leaders must understand how the new culture aligns with market and business conditions. 因为文化是一个有点模糊和抽象的主题, 使用真实是很重要的, concrete business challenges and opportunities to help people better understand and connect to the need for change.
选择和培养符合目标文化的领导者
最后，领导者设定他们组织的文化. 因此, it’s very important to select leaders whose cultural style is well aligned with the desired change. 同时, culture change often leads to turnover because some leaders are no longer a good fit for where the organization is headed. Such leaders should be asked to leave lest they jeopardize the needed organizational changes.
Use organizational conversations about culture to underscore the importance of change
It’s important to discuss the desired culture change throughout the organization so that people can viscerally understand both the challenges and opportunities for the change. “As employees start to recognize that their leaders are talking about new business outcomes – innovation instead of quarterly earnings, 例如，他们自己的行为会开始变得不同, 创造一个积极的反馈循环.”
通过组织设计强化所需的变更
当一个公司的结构, 系统, 过程是一致的，并支持理想的文化和战略, 培养新的文化风格和行为会变得容易得多. 文化的变化通常伴随着员工薪酬方式的变化, 评估, 和推广. These are concrete, visible ways of reinforcing the desired evolution of the organization.
如何影响企业文化
你的员工会如何评价“威廉威廉希尔指数做事的方式”?”
定义核心价值观
核心价值观是指导公司行动的最高价值观, 团结员工, 定义自己的品牌. Company culture gives everyone in the organization a common platform and approach for their work. 公司文化的共同观点决定了员工的态度, 有效性, 团队意识. 有些文化是围绕着公司的工作方式发展起来的, 和其他的时间, 领导者的工作是塑造和实施公司文化. Creating a strong and effective company culture stems largely from the communication strategies of owners and top man年龄ment. Companies who want a creative and proactive company culture not only have to communicate this to employees, 但必须在他们的日常沟通方式中加强. 例如, 拥有强大企业文化的管理者通常会说这样的话, 伟大的想法——你能带头实施吗?你会如何解决这个问题?” and “I’d like you to come up with three great ideas and come show them to me later.”
清晰的核心价值观可以帮助一个组织雇佣到合适的人, 解雇合适的人, 安全的高价值客户, 浏览危机, 对承诺负责, 更好地为利益相关者服务.
Consider these questions regarding your company’s current and future state of your company’s culture: How do your company’s core values shape the company culture?
- 贵公司的核心价值观如何与多元化和包容性相匹配?
- 你的组织设计如何强化公司的核心价值?
- 什么样的行动/行为支持这些核心价值观?
文化变革的最佳实践
考虑康明斯 & Worley(2004)提出了文化变革的六条指导方针:
- 形成清晰的战略愿景和价值观. 这一愿景为未来的文化变革提供了意图和方向.
- 显示最高管理层的承诺. The top of the organization must favor the culture change in order to actually implement the change in the rest of the organization.
- 最高层次的模式文化变化. The behavior of the man年龄ment team needs to symbolize the kinds of values and behaviors that should be realized in the rest of the company. Change 年龄nts are keys to the success of this cultural change process and important communicators of new values.
- 修改组织以支持组织更改. 这包括确定当前的系统, 政策, 程序, and 规则 need to be changed so alignment with the new values and desired culture can be achieved.
- 选择和社交新来者，终止越轨行为. Encouraging employee motivation and loyalty to the company will create a healthy culture. Training should be provided to all employees to help them understand the new processes, 预期, 和系统.
- 培养道德和法律敏感性. 这一步可以识别改变的障碍和抗拒的员工, 承认并奖励员工的进步, 鼓励持续的改变和参与.
发展文化陈述
- 不要超过20-75个单词
- 8到11年级的写作水平
- Include “positive words” that signal inclusion; such as “Inclusive, 庆祝, 成长, 经历, 等.”
ADP
标题:每个人都很重要
在ADP, we believe the best ideas thrive in an inclusive environment that values diverse perspectives. 这就是为什么威廉威廉希尔指数把它作为威廉威廉希尔指数独一无二的文化的基石.
GoDaddy
标题:创意文化是Go Daddy的生活
威廉威廉希尔指数雇佣最好的人，给他们一流的培训，然后放他们走. 如果你被驱使着去表现，你就会很适合. 作为一个包容的工作场所，威廉威廉希尔指数欢迎所有人, 威廉威廉希尔指数的员工乐于在工作中展现真实的自我. 是你!
t - mobile
标题:做你自己. 威廉威廉希尔指数喜欢这样.
多样性是不xxxxx精神的燃料. 威廉威廉希尔指数对跨种族包容的承诺, 性别, 年龄, 宗教认同和经历每天都在推动威廉威廉希尔指数前进.
成功的措施
管理和衡量文化
当文化不被衡量和管理时, it can influence the behaviors of employees in unplanned ways – often devastating employee eng年龄ment and 保留, 妨碍公司的战略和目标, 最终侵蚀了底线.
文化 has proven time and again to be a powerful force that can either accelerate, 或推翻, 经过深思熟虑的公司战略. 公司倾向于只专注于他们能在战术上衡量的东西, 公司已经学会了专业地分析财务指标, 与竞争对手的绩效, 和操作效率.
把你想要的价值观转化为行为是很重要的, processes and artifacts that drive your company to literally live the values that are written on the wall. Using real data will allow you to measure progress as your organizational culture begins to transform.
Set targets by reviewing past company performance (not financial) and internal conditions, 以及外部基准测试(其他竞争对手). 决定多元化战略在招聘中的成功, 保留, 发展, 培训, 以及继任计划(领导职位的候选人).
了解和改善企业文化的工具和资源:
- 跟踪法律投诉或人力资源投诉
- 跟踪保留率
- 员工调查，离职调查
- 客户调查
- 文化平等——员工反映了客户基础
- 申请职位的候选人多样化增加
“文化把战略当早餐吃,这句话出自彼得·德鲁克, 传奇的管理顾问，因马克·菲尔兹而成名, 在福特总统, 是绝对的现实! 任何切断这两家公司联系的公司都是在拿自己的成功冒险. Organizational culture eats strategy for breakfast, lunch, and dinner so don’t leave it unattended.
组织文化设计
随着不同公司的成长, 由于不可避免的组织变化会影响你的公司, 有意识文化的重要性变得更加明显.
Organization design is a process that aligns core components of the company’s system to solve business problems, 使性能, 和定义文化. 以下是理想文化的确定, 包括员工和内部客户体验, 要启用未来状态.
- 策略 -更新任务、愿景、指导原则和战略路线图
- 结构 -确定结构，包括核心职能/工作, 角色, 责任, 决策权和治理
- 流程 & 技术 – Determine new operating model, core business processes, and how technology could support
- 人 -了解未来所需的能力, 现有的能力, 以及让合适的人担任合适的角色的策略
- 奖励 – Determine compensation and performance goals; Create meaningful 奖励 & 认知强化新行为
- Data -理解数据分析的广度和深度
表达的愿望
文化转型与为组织定义新战略没什么不同. 这两者都必须在公司内部公开讨论和理解. Leaders must understand how the new culture aligns with market and business conditions. 因为文化是一个有点模糊和抽象的主题, 使用真实是很重要的, concrete business challenges and opportunities to help people better understand and connect to the need for change.
选择和培养符合目标文化的领导者
最后，领导者设定他们组织的文化. 因此, it’s very important to select leaders whose cultural style is well aligned with the desired change. 同时, culture change often leads to turnover because some leaders are no longer a good fit for where the organization is headed. Such leaders should be asked to leave lest they jeopardize the needed organizational changes.
Use organizational conversations about culture to underscore the importance of change
It’s important to discuss the desired culture change throughout the organization so that people can viscerally understand both the challenges and opportunities for the change. “As employees start to recognize that their leaders are talking about new business outcomes – innovation instead of quarterly earnings, 例如，他们自己的行为会开始变得不同, 创造一个积极的反馈循环.”
通过组织设计强化所需的变更
“当一个公司的结构, 系统, 过程是一致的，并支持理想的文化和战略, 培养新的文化风格和行为会变得容易得多.” 文化的变化通常伴随着员工薪酬方式的变化, 评估, 和推广. These are concrete, visible ways of reinforcing the desired evolution of the organization.
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