So, when we set out to find out how the people within an organisation feel about things, and how they fit into their external environment, we need to run some 'systems-checks'. They include:
- Doing a fresh SWOT analysis, with a focus on the macro-environmental environment (ie, Demographics, Socio-cultural aspects of the organisation, Legal & Political issues, Technology, Environmental factors, the Economy and Information Technology).
- Undertaking a Porter's Five Forces (or Market Forces) analysis
- Undertaking an audience analysis (determining existing and desired markets and stakeholders)
Change
- Preparedness to change
- History of change
- Method of change
- Types of change
- CEO attitude to change
- Staff attitude to change
- Board attitude to change
- Process of change
- [...Stakeholder]/member reaction to change
- Organisation's financial position
- Organisational budget
- Human resources
- Staff age
- Staff turnover
- Organisational perception of competition
- Organisational competitors readily identified
- Organisational [...stakeholders]/members considered customers?
- Principal revenue sources
- [...Stakeholder] base location
- Organisational focus [and fit with parent or subsidiary organisations]
- Decision-making process
- Involvement of board members in operations
- Organisational perception of board involvement
- Involvement of [any] controlling [...organisations/partners/headquarters/shareholdings]
- Staff background as competitors
- Board background as competitors
- Professional board members
- Service focus
- Goal focus – Financial? Memberships? On-field success? Participation?
- [In-house...] heroes
- [External...] heroes
- Heroes' traits
- Organisational recognition of past heroes
- Organisational use of heroes for promotion
- Public perception of heroes as role models
- Internal formal recognition of history and tradition
- Maintenance of [...organisational] archives
- Perception of [...organisational] success
- Financial impact of success on organisation
- Age of organisation
- Organisational attachment to traditions
Rituals
- Organisational celebration of success
- Office atmosphere after victory/defeat
- Positioning of memorabilia
- Organisational value attached to memorabilia
- Staff wearing uniforms
- Staff dress requirement
- Staff appearance
- Employees work in excess of 40 hours per week
- Employee motivations
- Organisational gender bias
- Organisational use of performance reviews
- Employees provided with specific job descriptions
- Average current employment length
- Employee [...industry] background
- Specific employee performance measures in place
- Office atmosphere
- Employee duties
- Employee supervision
- Organisational use of volunteers
- Organisational recognition of volunteers
- Employees working outside business hours
- Employee handbook provided
- [Women...] hold senior management positions
- Employee association with the organisation
- Number of staff
- [Breakdown of staff by age, stage, gender, ethnicity, and trends]
- Number [and nature] of [...stakeholders]
As you can see, compiling a cultural audit requires a fair bit of work. However, it has enormous value in determining organisational value, competitive advantage, branding, determining staff rewards, contextualising organisational change and absolute understanding of 'who' the organisation is. \
- Reference: Smith, Aaron C.T. & Shilbury, David (2004). Mapping Cultural Dimensions in Australian Sporting Organisations. Australia: Sport Management Review, 2004, issue 7 (pp. 149-150). My additions to Smith & Shilbury's work to better fit the business environment are shown in square brackets, with deleted words indicated by an ellipsis ("[...]").
Sam
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