Co-operative Culture Management

Transcripción

1 Co-operative Culture Management

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 2

3 PEOPLE AND ORGANIZATIONAL PERFORMANCE

4 1. PEOPLE AND ORGANIZATIONAL PERFORMANCE To what extend people contribute to a competitive advantage? If so, How is this phenomena produced? 4

5 1. PEOPLE AND ORGANIZATIONAL PERFORMANCE Organizations do not behave, PEOPLE do ORGANIZATIONAL INITIATIVES Commitment or control people management strategies Leadership development Job design, etc. Organizational performance People related variables Satisfaction? Behaviour?

6 THE CHALLENGE

7 2. THE CHALLENGE 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.

8 2. THE CHALLENGE 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? 8

9 CULTURE: COLLECTIVE SENSEMAKING AND BEHAVIOUR

10 3. CULTURE: COLLECTIVE SENSEMAKIG AND BEHAVIOUR

11 Introducción 3. CULTURE: COLLECTIVE SENSEMAKIG AND BEHAVIOUR 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.

12 Definición de cultura 3. CULTURE: COLLECTIVE SENSEMAKIG AND BEHAVIOUR The culture for the organization is similar to the personality for the individual. Culture is influencing the individual and collective behaviour within a company. Behaviour Norms Values Basic beliefs 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.

13 3. CULTURE: COLLECTIVE SENSEMAKIG AND BEHAVIOUR The Organization as a metaphor: If your company were an animal, which one would be? How could you change the culture of a company? 13

14 3. CULTURE: COLLECTIVE SENSEMAKIG AND BEHAVIOUR NON-VISIBLE LEVEL 1 REAL VALUES AND BELIEFS 2 DECLARED VALUES, MISSION AND VISION 3 SOURCES OF MESSAGES Behaviours Symbols Systems VISIBLE LEVEL 4 OPERATING CULTURE Constructive Passive/defensive Passive/aggressive 5 COMPANY HISTORY RESULTS Individual Team Organisational 6 7 MARKET CONDITIONS

15 3. CULTURE: COLLECTIVE SENSEMAKIG AND BEHAVIOUR 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 Symbols assignment, etc. Leadership Behaviour SOURCES OF MESSAGES 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 Systems Systems are the processes to manage the activity: Productive organisation People management policies Strategic and management planning, etc. 15

16 3. CULTURE: COLLECTIVE SENSEMAKIG AND BEHAVIOUR 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.

17 3. CULTURE: COLLECTIVE SENSEMAKIG AND BEHAVIOUR 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

18 3. CULTURE: COLLECTIVE SENSEMAKIG AND BEHAVIOUR Examples of Systems and the Culture they reinforce SYSTEMS Poor performance assessment system CULTURE THEY REINFORCE 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

19 3. CULTURE: COLLECTIVE SENSEMAKIG AND BEHAVIOUR Examples of Symbols and the Culture they reinforce 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

20 3. CULTURE: COLLECTIVE SENSEMAKIG AND BEHAVIOUR EXERCICE: Discovering your cultural rules Which are the rules, tacit and explicit, that guide the behaviour in your company? 20

21 3. CULTURE: COLLECTIVE SENSEMAKIG AND BEHAVIOUR 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 21

22 3. CULTURE: COLLECTIVE SENSEMAKIG AND BEHAVIOUR * Cooke & Lafferty. Organizational Culture Inventory (1983) Approval Risk fear Opposition to change No proactivity Fear to consequences Many regulations, slowness Limited adaptability Passive/ Defensive Constructive OPERATING CULTURE Passive/ Agressive Competitiveness, no cooperation, Aggresiveness Conflicts, destructive criticism, individualism Error punishement Customer-oriented Innovation-oriented, creativity and change openness Achievement-oriented Person-oriented Team-oriented: participation, cooperation, teamwork, winwin paradigm 22 Short-term objectives achievement-oriented

23 CULTURAL CHANGE MANAGEMENT PROCESS

24 4. CULTURAL CHANGE MANAGEMENT PROCESS 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) 24

25 4. CULTURAL CHANGE MANAGEMENT PROCESS COMMUNICATION DIAGNOSIS MANAGEMENT PROCESS DEFINITION Define Cultural model Values (and beleifs) Behaviours (Leadership and others) Systems Expected results COMMITMENT PLANNING Act on: behaviours, systems Act on levers New symbols Measure success indicators IMPLEMENTATION

26 EXAMPLE OF COMPANY ANALYSIS 26

27 5. EXAMPLE OF COMPANY ANALYSIS 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 Constructive: achievement, innovation, team, person, customer Passive: bureaucratic, dependent. Aggressive: competitive, hierarchical. Satisfaction Commitment Proactivity Affective balance Group extra-role effort 27

28 28 Resultados obtenidos en este ámbito. Representa la media de las puntuaciones de las personas de tu centro que han participado en la encuesta Nº encuestas recogidas 5. EXAMPLE OF COMPANY % de participación 17 62,96% ANALYSIS Media Centro Media Negocio Porcentaje por encima 6,0 100% 5,5 5,0 4,5 4,70 87% 85% 4,95 78% 90% 80% 70% 4,0 3,98 60% 3,5 50% 3,0 40% 2,5 30% 2,0 20% 1,5 1,0 3,69 2,79 4,48 Satisfacción Compromiso Atención Cliente 10% 0%

29 5. EXAMPLE OF COMPANY ANALYSIS 6,0 Media Deseada Media Negocio Porcentaje 100% 5,5 90% 5,0 4,5 4,0 3,5 3,0 82% 4,18 4,20 74% 3,77 37% 3,05 46% 80% 70% 60% 50% 40% 2,5 30% 2,0 20% 1,5 1,0 3,28 5,20 3,60 5,30 4,08 2,80 3,16 2,10 Cliente Constructiva Pasiva Agresiva 10% 0% 29

30 5. EXAMPLE OF COMPANY ANALYSIS 6,0 Media Media Negocio Porcentaje 100% 5,5 5,0 4,5 4,0 3,5 4,31 57% 4,14 72% 4,70 76% 4,54 69% 4,16 82% 3,86 72% 3,64 64% 3,92 48% 4,38 77% 4,08 70% 4,70 87% 85% 3,98 4,95 78% 90% 80% 70% 60% 50% 3,0 40% 2,5 30% 2,0 20% 1,5 1,0 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 Visión Positividad Escucha Motivac.logro Proyecto compartido Formación Participación Autonomía Información Equipo Satisfacción Compromiso Atenc.Cliente LIDERAZGO PROY.COMP. SISTEMA EQUIP. RESULTADOS 10% 0% 30

31 5. EXAMPLE OF COMPANY ANALYSIS Valoración BAJA Valoración MEDIA Valoración ALTA 100% 90% 12% 12% 18% 6% 6% 6% 18% 0% 80% 41% 41% 70% 60% 59% 41% 59% 53% 76% 50% 40% 88% 35% 41% 94% 59% 30% 20% 10% 29% 24% 18% 41% 35% 41% 24% 24% 0% 0% Visión Positividad Escucha Motivac.logro Proyecto compartido 0% Formación Participación Autonomía Información Equipo LIDERAZGO PROY. COMP. SISTEMA EQUIPO 31

32 Impacto ATENCIÓM AL CLIENTE 5. EXAMPLE OF COMPANY ANALYSIS 10 9 Prioridad 2: Reforzar esfuerzos Prioridad 1: Centrar esfuerzos Liderazgo; 3, Equipo; 3,6 Proy. Comp.; 3,2 Equipo Proyect. Compartido Elementos de Sistema Autonomía Información Participación Formación Formación; 3,2 Información; 3,7 1 Autonomía; 4,0 Participación; 3,2 Prioridad 4: Analizar esfuerzos Prioridad 3: Mantener esfuerzos 0 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Potencial de mejora 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. 32

33 SOME FINDINGS UP TO NOW 33

34 6. SOME FINDINGS UP TO NOW 35 companies; 4300 employees 0,3 0,25 0,2 0,15 0,1 0,05 0 Impactos de las palancas percibidas en Resultados (en Industria) 100% 95% 87% 90% 0,23 80% 0,22 75% 70% 0,19 0,18 58% 60% 0,14 50% 41% 40% 0,08 30% 21% 0,06 20% 10% 0% Palancas Series2 34

35 RESULTADOS COLECTIVOS (según trab.) 6. SOME FINDINGS UP TO NOW Gráfico de los Negocios de industria PALANCAS IMPLANTADAS (inversión realizada según directores) 35

36 RESULTADOS A NIVEL DE NEGOCIO 6. SOME FINDINGS UP TO NOW Percepción de palancas y Resultados de los trabajadores por Negocios PALANCAS PERCIBIDAS A NIVEL DE NEGOCIO 36

37 RESULTADO COLECTIVO (según trab.) 6. SOME FINDINGS UP TO NOW Sólo colectivos de MOD en Industria PALANCAS IMPLANTADAS (inversión realizada según directores) 37

38 6. SOME FINDINGS UP TO NOW Sample of 26 industrial companies; 1032 employees. Organizational level Actual System,74 No sign. -,39 Absenteeism -,49 -,45 Productivity Perceived System 1,03 Commitment Individual level Perceived System,44 Commitment 38

39 Three big group of companies: 6. SOME FINDINGS UP TO 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. NOW Dendrogram using Ward Method Rescaled Distance Cluster Combine C A S E Label Num GROUP 3 GROUP 1 GROUP 2 COMPANY XXX 39

40 6. SOME FINDINGS UP TO NOW Test of the model:,00 palanc,71,55,80,97,58,94 actitudes,58,53 proactividad,35 SISTEMA LIDERAZGO misión_visión compromiso satisfacción,70,49,74,47,65 Variable de control: balance_afect Standardized estimates 1) Ajuste Absoluto: Chi=27,601 (8 df) para p=,001 GFI=\gfi RMSR=\rmr RMSEA=,047 ECVI=,075 NCP=19,601 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 40

41 THE DEVELOPMENT OF THE LEVERS 41

42 7. THE DEVELOPMENT OF THE LEVERS Leadership is one of the most determinant element in the generation of an organisation s culture (the 1 st Lever) The leadership exercised in our cooperatives has to be in line with the co-operative-constructive culture we want to strengthen

43 7. CO-OPERATIVE LEADERSHIP Personally shares the values of the Experience and exercises his/her power as a service committed to people, the company and the social environment 7 : Cooperative behaviour model 1 : Vision of the future 2 : Positive approach Creator of positive thinking and references In relation to others, it behaves on the basis of respect, trust and integrity 6 : Integrity Cooperative Leadership 3 : Peopleand teamoriented Ensures that the business project is responsibly shared and carried out by means of teamwork Consciously administers his/her emotional energy in order to achieve the best results in 5 : Achieveme ntoriented 4 : Promoter of change and innovation Architect of the business project, passionate about change and continuous learning 43

44 7. CO-OPERATIVE LEADERSHIP (Development process) 44 Reference Leadership Profile Competences and Behaviours Offer of Development Training programmes Personalised support PLANIFICACION Assessment conclusions Personal Development Plan Communication of best practice in Management

45 Bibliography 45

46 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, 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 46

47 THANK YOU VERY MUCH MUCHAS GRACIAS ESKERRIK ASKO Liderazgo y Trabajo en Equipo 47