Culture
Culture
Culture
Which group do we refer to when speaking of culture:
Cultural groups and Cultural Identity:
omnipresent: every group has a culture
overlapping: a person can have several cultural identities
heterogeneous: subcultures of groups can exist
Iceberg model of culture:
Above surface
Underneath Surface
Above: interaction, clothing, rules, symbols, architecture
underneath: time orientation, gender role, social order, interpretations, meaning of individuality
Schein's model of culture:
Artefacts
Espoused Values
Underlying Assumptions
A simple culture model:
Acions (Above) - visible
Structures (above) - visible
Values (underneath) - invisible
Acions (Above): Routines, manners, rituals, ceremonies. behaviour
Structures (above): Technology, Products, mission, physical environment
Values (underneath): shares basic assumptions of a group + concepts of the desirable
Cameron & Quinn's Competing Values Framework
X-Axes: FOCUS internal & external
Y-Axes: STRUCTURE stability & Flexibility
x1/y1 = Control culture
x2/y1 = Compete culture
x1/y2 = collaborate culture
x2/x2 = create culture
Dimensions of BPM-supportive values:
CERT Values
Customer orientation => External customer & Internal Customer
Excellence => Innovation & Continuous Improvement
Responsability => Accountability & Commitment
Teamwork => Formal Structures & Informal Structures
Internal Focus & Stability
Inernal Focus & Flexibility
External Focus & Stability
External Focus & Flexibility
Control
Collaborate
Compete
Create
Cultural-Fit-Model:
Cultural Context (national Cultures + organizational culture + work group cultures)
+
BPM Culture (set of values direclty supportive of BPM objectives)
= Cultural Fir Model leads to BPM success
BPM Success:
Executing efficient processes
Executing effective processes
--
Goals and benefits of a culture assessment
Identify cultural shortcomings
Derive strategies for overcoming these cultural gaps
Develop / improve the organizational culture
Values of BPM:
Central: Transparency
External: Networking, Quality, Agility
Internal: Compliance, Efficiency, Integration
Internal Focus
External Focus
Principles of Good BPM:
1. Principle of Context Awareness
2. Principe of Continuity
3. Principe of Enablement
4. Principe of Holism
5. Principle of Institutionalization
6. Principle of Involvement
7. Principle of Joint Understanding
8. Principle of Purpose
9. Principle of Simplcity
10. Principe of Technology Appropriation
Possible Values for TheCompany:
Customer and Society Responsibility
Green, smarter, stronger and more diverse energy
Flexibility
Global Perspektive
Innovation
Entrepreneurial
Teaamwork
Integrity
Customer focus
Reability
Collaboration
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Lernkarten
Which group do we refer to when speaking of culture:
Cultural groups and Cultural Identity:
omnipresent: every group has a culture
overlapping: a person can have several cultural identities
heterogeneous: subcultures of groups can exist
Iceberg model of culture:
Above surface
Underneath Surface
Above: interaction, clothing, rules, symbols, architecture
underneath: time orientation, gender role, social order, interpretations, meaning of individuality
Schein's model of culture:
Artefacts
Espoused Values
Underlying Assumptions
A simple culture model:
Acions (Above) - visible
Structures (above) - visible
Values (underneath) - invisible
Acions (Above): Routines, manners, rituals, ceremonies. behaviour
Structures (above): Technology, Products, mission, physical environment
Values (underneath): shares basic assumptions of a group + concepts of the desirable
Cameron & Quinn's Competing Values Framework
X-Axes: FOCUS internal & external
Y-Axes: STRUCTURE stability & Flexibility
x1/y1 = Control culture
x2/y1 = Compete culture
x1/y2 = collaborate culture
x2/x2 = create culture
Dimensions of BPM-supportive values:
CERT Values
Customer orientation => External customer & Internal Customer
Excellence => Innovation & Continuous Improvement
Responsability => Accountability & Commitment
Teamwork => Formal Structures & Informal Structures
Internal Focus & Stability
Inernal Focus & Flexibility
External Focus & Stability
External Focus & Flexibility
Control
Collaborate
Compete
Create
Cultural-Fit-Model:
Cultural Context (national Cultures + organizational culture + work group cultures)
+
BPM Culture (set of values direclty supportive of BPM objectives)
= Cultural Fir Model leads to BPM success
BPM Success:
Executing efficient processes
Executing effective processes
--
Goals and benefits of a culture assessment
Identify cultural shortcomings
Derive strategies for overcoming these cultural gaps
Develop / improve the organizational culture
Values of BPM:
Central: Transparency
External: Networking, Quality, Agility
Internal: Compliance, Efficiency, Integration
Internal Focus
External Focus
Principles of Good BPM:
1. Principle of Context Awareness
2. Principe of Continuity
3. Principe of Enablement
4. Principe of Holism
5. Principle of Institutionalization
6. Principle of Involvement
7. Principle of Joint Understanding
8. Principle of Purpose
9. Principle of Simplcity
10. Principe of Technology Appropriation
Possible Values for TheCompany:
Customer and Society Responsibility
Green, smarter, stronger and more diverse energy
Flexibility
Global Perspektive
Innovation
Entrepreneurial
Teaamwork
Integrity
Customer focus
Reability
Collaboration
