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Organizational Excellence 
Tina Muparadzi2 October 2014
• 
Definition 
• 
Why is this topic important? 
• 
Who owns culture? 
• 
Roles and Responsibilities 
• 
The Airtel Ghana j...
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“Organisationalculture is a set of shared, taken-for-granted implicit assumptions that a group holds and that determine...
• 
“Culture eats strategy for breakfast” ManojKohli 
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“Organisationsdo not innovate, people do.” Prof. AtuaheneGina 
• 
...
• 
Organisationculture is the foundation for competitive advantage 
Telecommunications industry in Ghana: 
• 
High mobile ...
• 
Concept of healthy organisations-Hanges, Aiken, and Chen, 2008 
Concern for employees 
Concern for customers 
+ 
= 
Ali...
Who owns culture?
• 
Some hints from literature 
– 
“Culture is how people behave” Mary Barra CEO GM 
– 
“Execution has to do with human dyn...
• 
Some hints from literature 
– 
“Culture is how people behave” Mary Barra CEO GM 
– 
Execution has to do with human dyna...
Human Resources 
Business Leadership 
Owns the definition of culture 
Signs off desired cultures 
Owns thedesign of the cu...
Culture is a differentiator 
HR is closer to the Head of the Table. 
HR owns culture 
= 
Therefore, if …
• 
Link to the brand 
• 
National vs Organisationalculture 
• 
Multi cultures and OrganisationalCulture 
• 
HR processes i...
13 
Appendices
Appreciative Inquiry explained 
14 
DISCOVERY 
Look at what is working –appreciate and know the best of our experience so ...
Spider Model ….. 
MEASUREMENT 
• 
Do we have the right tracking and measurement systems in place to understand how we are ...
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Organisational excellence; Does the culture support the mission, by tina muparadzi

A presentation on Organisational excellence by Tina Muparadzi during the StarLife HR Forum hosted by the HR Focus Magazine in Accra - Ghana

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Organisational excellence; Does the culture support the mission, by tina muparadzi

  1. 1. Organizational Excellence Tina Muparadzi2 October 2014
  2. 2. • Definition • Why is this topic important? • Who owns culture? • Roles and Responsibilities • The Airtel Ghana journey Agenda
  3. 3. • “Organisationalculture is a set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about and reacts to various environments.” Schein, 1992 Definition
  4. 4. • “Culture eats strategy for breakfast” ManojKohli • “Organisationsdo not innovate, people do.” Prof. AtuaheneGina • “Execution has to do with human dynamics, with behaviour…” Arnaud Henneville • At GM, we have seen CEOs come and go trying the change the culture, the culture won each time. Why is this topic important? 1
  5. 5. • Organisationculture is the foundation for competitive advantage Telecommunications industry in Ghana: • High mobile penetration –120% • Customer penetration –60% • Sim-cards per customer –1.2 • Highly competitive 3G and LTE • Mobile Number portability Why is this topic important? 2
  6. 6. • Concept of healthy organisations-Hanges, Aiken, and Chen, 2008 Concern for employees Concern for customers + = Aligned culture to deliver expected results Why is this topic important? 2
  7. 7. Who owns culture?
  8. 8. • Some hints from literature – “Culture is how people behave” Mary Barra CEO GM – “Execution has to do with human dynamics, with behaviour…execution is a human business.” Arnaud Henneville – “Organisationsdo not innovate, people do.” Prof. AtuaheneGina – “Culture guides everyday work relationships and determines the behavioursthat are acceptable and how people communicate in an organisation.” Daft and Noe Who owns culture?
  9. 9. • Some hints from literature – “Culture is how people behave” Mary Barra CEO GM – Execution has to do with human dynamics, with behaviour…execution is a human business. Arnaud Henneville – “Organisationsdo not innovate, people do.” Prof. AtuaheneGina – Culture guides everyday work relationships and determines the behavioursthat are acceptable and how people communicate in an organisation Who owns culture?
  10. 10. Human Resources Business Leadership Owns the definition of culture Signs off desired cultures Owns thedesign of the culture journey Signs off the plan Owns the execution of culture Walk the talk Owns theconcerns for employees messages Walk the talk Owns the measurement of culture alignment Walk the talk Ownscommunication of and during the journey Walk the talk Roles and Responsibilities
  11. 11. Culture is a differentiator HR is closer to the Head of the Table. HR owns culture = Therefore, if …
  12. 12. • Link to the brand • National vs Organisationalculture • Multi cultures and OrganisationalCulture • HR processes influencing alignment • Falling in love with our work • Staying on course while maintaining business as usual • Feedback to stakeholders • Managing expectations 12 Key insights so far
  13. 13. 13 Appendices
  14. 14. Appreciative Inquiry explained 14 DISCOVERY Look at what is working –appreciate and know the best of our experience so far, know what we have to build on DREAM Consider what might be –picture the results/future DESIGN What is the ideal? –people create shared images, understand where they fit, are connected and are valued, and work together to realise the dream DELIVER Self-empowerment, learning, adjustment or improvisation sustainability and increased energy Source: David L Cooperrider
  15. 15. Spider Model ….. MEASUREMENT • Do we have the right tracking and measurement systems in place to understand how we are performing against strategy and performance objectives? • Are we measuring the right things? • Do we use measurement information as feedback for continuous management? Business Strategy ENVIRONMENT(Culture & Leadership) • What values and behaviours does the business currently reward? Does it support the strategy and required organization capabilities? • Do we have the right leadership style and competencies? • Are the direction, strategic priorities and goals clear and understood in the business unit? STRUCTURES • Do our organisation structures support the work required to implement strategy and drive business results? • Are management and reporting relationships clear? Do they facilitate clear accountabilities? • Are business models designed to support long- term growth? WORK PROCESSES • Do we have well-defined work processes? • Do they facilitate integration/coordination between functions? With customers/ suppliers? • Do they support results required? • Are the work processes efficient and effective? Do they allow for flexibility and innovation? PEOPLE • Do we have the right people and competencies required to implement the strategy and deliver results? • What are our key competency/knowledge gaps? • Do we have the right number of people, where we need them (capacity)? • Are goal alignment and clear accountabilities in place? SYSTEMS • Do we have adequate information systems? • Do they provide the right information at the right time? • Do we have appropriate technology to support strategy?

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