Culture Surveys Author(s): Catherine M. Sleezer, Richard A. Swanson Source: Management Decision Volume: 30 Issue: 2 1992 Please login | | Abstract & purchase [ HTML & PDF (853kb) available ] | Related items | Reprints & permissions Abstract Explains the advantages of using a culture survey as part of an organizations change effort and examines the use of culture surveys in information gathering and communication. Culture surveys, used properly, become invaluable in guiding change. Used improperly, however, they can be counterproductive. Describes the principles for designing, implementing and analysing the data resulting from a culture survey, along with a case study describing the successful application of these principles in one organization. Towards a Quality Culture Type: Literature review Author(s): John Sinclair, David Collins Source: International Journal of Quality & Reliability Management Volume: 11 Issue: 5 1994 Please login | | Abstract & purchase [ HTML & PDF (46kb) available ] | Related items | Reprints & permissions Abstract Total quality management is often presented as a new and coherent philosophy of organization and management which looks holistically at organizations. Yet there would appear to be gaping holes between the necessary and sufficient conditions for TQM which rhetoric serves only to obscure. Concentrates on the culture issue facing organizations and warns against TQM “solutions” which operate at a surface level only within organizations. Highlights the culture trap of management whereby managers develop their own views of organizational reality which may bear no relation to the views held by employees. Indian culture and the culture for TQM: a comparison Type: Viewpoint Author(s): Madhu Ranjan Kumar, Shankar Sankaran Source: The TQM Magazine Volume: 19 Issue: 2 2007 Please login | | Abstract & purchase [ HTML & PDF (228kb) available ] | Related items | Reprints & permissions Abstract Purpose – This paper seeks to argue against the conventional wisdom in the current TQM literature that hierarchy is not conducive for TQM. It aims to identify the cultural dynamics that can aid TQM implementation in a hierarchical country like India. Design/methodology/approach – The paper reflects on the existing literature on culture and TQM and develops a mechanism that explains why hierarchy hinders TQM implementation in Western culture and how it can support TQM implementation in Indian culture. Findings – In a people oriented culture like those of Japan and India, nurturance is the juice that sustains hierarchy that finally morphs into collectivism. In these social systems, there need not be conflicting impact of hierarchy and collectivism on TQM implementation if the nurturance aspect of hierarchy is understood. Thus, in the Indian context, hierarchy, operationalised through the guru-shishya (teacher-student) relationship between the boss and the subordinate can develop a learning orientation among the organisational members and facilitate TQM implementation. Similarly, by superimposing the element of “equity” on the “personalised relationship” dimension of hierarchy, in a collectivistic society like India, it is possible to elevate the aspect of “personalised relationship” between superior and subordinate to the status of “individualised consideration” dimension of transformational leadership provided it is bestowed only upon the satisfactory completion of “task” by the subordinate. Practical implications – This paper shows how the cultural aspect of TQM implementation should be handled in a high power distance country like India. Originality/value – The paper identifies the two Indian cultural aspects that can facilitate TQM implementation in India notwithstanding the hierarchical Indian values. Tailoring scenario planning to the company culture Type: Technical paper Author(s): David Mason Source: Strategy & Leadership Volume: 31 Issue: 2 2003 Please login | | Abstract & purchase [ HTML & PDF (334kb) available ] | Related items | Reprints & permissions Abstract When an organization needs to use scenarios as a framework for logically discussing internal and external issues, it should be aware of the two predominant causes of failure of scenario projects: (1) a lack of agreement on the purpose of the effort; and (2) a lack of understanding about how scenarios might help different organizational cultures and styles. To avoid these pitfalls, leaders need to first assess the potential usefulness of scenarios using the culture of their organization and the goals of the effort as context. This article discusses three organizational cultures and illustrates how each uses scenario planning for three different purposes (directional strategy, contingency planning, and learning and team building). “Leader-driven organizations”: if the purpose of scenario planning is for setting direction, then scenarios are used to structure debate; however, in the end, the leader decides the direction and everyone follows, leaving the debate behind. If the purpose of the scenario work is for contingency planning, then scenarios would primarily be used to sensitize the leadership group to possible changes; not decision making on a specific topic. When learning and team building, then the leader driven culture use scenarios to open up the idea space in search of the out-of-the-box ideas. Ideally, leaders make scenarios a way for people to work new ideas into the planning and decision-making system. “Plan-driven cultures”: such companies value stability. If the scenario work is for setting direction, then the outcome will only be valued if the events leading to an endstate are treated as critical path lists. “Evidence-driven cultures”: develop in highly capital-intensive industries that have long time horizons. Because long-term commitments cannot be changed quickly, real evidence is of paramount value to these cultures. Scenarios provide a framework of expectations to match up with the real world as it develops. Effects of scenario planning on participant mental models Type: Research paper Author(s): Margaret B. Glick, Thomas J. Chermack, Henry Luckel, Brian Q. Gauck Source: European Journal of Training and Development Volume: 36 Issue: 5 2012 Please login | | Abstract & purchase [ HTML & PDF (327kb) available ] | Related items | Reprints & permissions Abstract Purpose – The purpose of this paper is to assess the effects of scenario planning on participant mental model styles. Design/methodology/approach – The scenario planning literature is consistent with claims that scenario planning can change individual mental models. These claims are supported by anecdotal evidence and stories from the practical application of scenario planning. This research study documents the responses of 129 participants from 10 organizations using the mental model style survey as a pretest and posttest, with scenario planning as the intervention. Paired samplest-tests were performed between participant pretest and posttest, to test hypotheses on all five factors of the mental model style survey. Findings – Results provide evidence that scenario planning can change individual mental model styles. More specifically, results show that scenario planning promotes efficiency, social, and systems mental model styles, with moderate effect sizes. Research limitations/implications – The implications of this research include contribution to the growing body of quantitative studies attempting to document the impact scenario planning has on participants. Implications for future research include the use of control groups to isolate effects of the scenario planning intervention. Originality/value – The study documents one of the largest sample sizes to date in scenario planning research and makes a clear contribution in clarifying significant changes in mental model styles from pretest to posttest. Does the organizational culture act as a moderator in Indian enterprise resource planning (ERP) projects?: An empirical study Type: Research paper Author(s): A. Chockalingam, T. Ramayah Source: Journal of Manufacturing Technology Management Volume: 24 Issue: 4 2013 Please login | | Abstract & purchase [ HTML & PDF (186kb) available ] | Related items | Reprints & permissions Abstract Purpose – There is significant evidence of increasing global implementation failures in enterprise resource planning (ERP) projects; and, for this reason, critical success factors (CSF) on implementation success (IS) are of notable concern to manufacturing organizations. This paper aims to focus on these factors and the role they played toward implementation success of ERP projects in India. Furthermore, this paper will also seek to explore whether the implementation success is moderated (i.e. influenced) by the organizational culture. This will help other manufacturing organizations take appropriate decisions about the ERP implementation. Design/methodology/approach – In the proposed model, the authors propose organizational culture as the moderator toward the implementation success of ERP projects in India. A survey methodology is used for the study, and a structured questionnaire was developed to get the information. Findings – Through this study, it has been found that the organizational culture acts as a moderator and moderates the relationship between CSF and implementation success of the ERP projects in India. Research limitations/implications – This study offers both academicians and practitioners a model to research, assess, and identify the appropriate CSF such as Setting up ERP business goals and objectives (SEB), Cross-Functional Teams (CFT), Business Process Reengineering (BPR), Projects Tracking (PTG), and Data Analysis and Conversion (DAG) on IS of ERP projects in India and moderated by the organizational culture. The research is targeted on manufacturing organizations in India, and hence it has limitations in terms of scope. However, the results are quite encouraging with very good response (n=223) from the manufacturing organizations. Other manufacturing organizations planning to implement ERP soon will be highly benefited from the results of this study. Originality/value – Unfortunately, few research studies define the issues related to the moderator namely the organizational culture. This paper demonstrates how this moderator played an important role in ERP implementation. The findings will encourage Indian manufacturing organizations to implement ERP when facing challenges of the competitive market for their competitive advantage. For India, this research could be among the first to its nature.
Posted on: Tue, 29 Oct 2013 09:04:34 +0000
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