Transcription
2009 Faculty & Staff DenisonOrganizational Culture SurveyUNTHSC
Getting Ready for Feedback:What is the Purpose?The purpose of feedback is toimprove UNTHSC’s effectiveness andperformanceFeedback helps people to get abetter picture of their organization’sstrengths and challenges
To What Benchmark Is My OrganizationBeing Compared?The database includes about 888 organizations;over 350,000 total respondents; 20 years ofresearchThe sample includes organizations from all overthe world. About 75% of them are from NorthAmericaEducation, government, healthcare,pharmaceutical and social service organizationsaccount for approximately 22% of theorganizations in the 2007 Normative Database
Organizational Culture Culture impacts organizationalperformance and effectiveness The culture of a high performingorganization must be strong in all of thetraits and indices measured Results show how we rank compared toother organizations who have taken thesurvey
Understanding Your ResultsThis is one of thefour key traitsthat impactperformance.This is one of thethree indices thatmeasure behaviorsfor this trait. Eachof the twelveindices consists offive survey items.This is a percentilescore. A percentileis yourorganization’s scoreas a percentagebenchmarkedagainst the averageof otherorganizations.(This average iscalled a norm.)This organization,for example, scoredbetter than 50percent of all of thecompanies in thedatabase in thearea of Goals andObjectives.The profile iscolored to showthe quartile inwhich thepercentile falls.This score, forexample, fallsin the secondquartile.
Understanding Your ResultsAdaptability & Missiontake as their focus therelationship between theorganization and theexternal environmentExternalMission & Consistencyemphasizes theorganization’s capacityfor stability vementInvolvement &Adaptabilityemphasizes anorganization’scapacity forflexibility andchangeConsistencyConsistency &Involvement addressesthe internal dynamics ofthe organization,relationships betweenpeople and departmentsInternal
There areopportunities toincreaseAdaptability:Creating Change,Customer Focus,and OrganizationalLearningThere areopportunities toimprove levels ofInvolvement:Empowerment,Team Orientation& CapabilityDevelopmentWe are highest forMission: Vision,Strategic Direction &Intent, and Goals &ObjectivesWe need to keepbuilding ourConsistency:Core Values,Coordination &Integration, andAgreement
UNTHSC Comparison2007Strengths: Vision Strategic Direction & Intent Core Values Goals & Objectives Empowerment2009Opportunities for Improvement: Enhance capacity to respond to change and to anticipate future changes Invest in the development of employee skills to stay competitive & meet needs Develop understanding of, and ability to react to, customers Develop sense of team, team skills, and mutual accountability Ability to reach agreement on critical issues and reconcile differences Use shared experiences to encourage innovation, gain knowledge, &develop capabilities Reduce organizational boundaries to enhance ability to achievecommon goals Develop and deploy a leadership approach
Contributing Factors to Cultural Change Evolution of strategic planning system Development of leadership team (LDI) Professional development & training classes Stabilization of organizational change New faculty & staff
These are the five items for whichUNTHSC received the highestpercentile scores. They are listedin order from highest to lowestscore.These are the five items forwhich UNTHSC received thelowest percentile scores. Theyare listed in order from lowestto highest score.The colors indicate the traits towhich each item is attributed foreasy identification of patterns andtrends.
Involvement
Consistency
Adaptability
Mission
External FocusAdaptabilityVisionCreating Change Attempts to create change usually meet withresistance* We respond well to competitors & other changesin the environmentCustomer Focus Customer input directly influences our decisions The interests of the customer often get ignored inour decisions*Mission We have a shared vision of what theorganization will be like in the future Leaders have a long-term viewpoint Our vision creates excitement & motivation forour employeesStrategic Direction & Intent There is a clear strategy for the future There is a clear mission that gives meaning &direction to our workStableFlexibleInvolvementConsistencyCore ValuesTeam Orientation People work like they are part of a team Teamwork is used to get work done, rather thanhierarchyCapability Development Problems often arise because we do not have theskills necessary to do the job* The capabilities of people are viewed as animportant source of competitive advantage* Negatively worded item Ignoring core values will get you in trouble There is an ethical code that guides ourbehavior & tells us right from wrong The leaders & managers “practice what theypreach”Coordination & Integration Working with someone from another part ofthis organization is like working with someonefrom a different organization*Internal Focus
Where do we go from here? Maintain strengths Address opportunities to become a highperforming organization in the areasleadership , team orientation, andunderstanding our customers Link strengths and opportunities tostrategy maps and action plans
Organizational Culture Culture impacts organizational performance and effectiveness The culture of a high performing organization must be strong in all of the traits and indices measured Results show how we rank compared to other organizations who have taken the survey
