How is corporate culture measured?

Corporate culture assessment is for the construction of corporate culture, in general, corporate culture assessment includes corporate culture diagnosis as well as the application of two major functions. The needs of corporate culture assessment include different dimensions of organizational climate, employee satisfaction, corporate culture status, and employee value orientation.

Denison's Organizational Culture Model

One of the most effective and practical models for measuring organizational culture is the model developed by Daniel Denison, a renowned professor at the International School of Management (IMD) in Lausanne, Switzerland. One of the most effective and practical models for measuring organizational culture is the Daniel Denison Model of Organizational Culture, created by Daniel Denison, a renowned professor at the International Management Institute (IMD) in Lausanne, Switzerland. After studying a large number of companies, Denison's model summarizes four characteristics of organizational culture: adaptability, mission, engagement and consistency.

Involvement: This involves the development of employees' ability to work, their sense of ownership, and their sense of responsibility. A company's score on this cultural trait reflects the importance a company places on developing and communicating with its employees, as well as engaging and engaging them in their work.

Consistency: Measures whether a company has a strong and cohesive internal culture.

Adaptability: The ability of a company to respond quickly to signals from the external environment (including customers and the marketplace). Mission: Used to determine whether a company is focused on immediate benefits or on developing a systematic strategic plan of action.

Each of these four characteristics has three dimensions, and each of the 12 dimensions has a significant impact on performance indicators such as market share and sales growth, product and service innovation, return on assets, return on investment, and return on sales.

Organizational Climate Measurement

Organizational Climate Measurement uses questionnaires to provide an understanding of the organizational climate, or work environment, and how it is generated and how it affects people's work.

1, the meaning of organizational climate, measurement and the significance of the enterprise: organizational climate is not employee satisfaction, nor is it Gallup's famous Q12 measurement. What are the similarities and differences between them? Organizational climate determines 70% of an enterprise's performance, the method and time of measuring organizational climate and the relationship with the enterprise's human resource management.

2. Dimensions of organizational climate: six dimensions including aggressiveness, responsibility, clarity, flexibility, reward, cohesion.

3, the method of building organizational climate:

1) Aggressiveness: the establishment of an aggressive culture, the pursuit of excellence in the spirit and orientation

2) Responsibility: the establishment of autonomous work processes, encourage responsibility, moderate risk tolerance mechanism

3) Clarity: the establishment of the enterprise's vision, direction and goals, and a clear organization to the post of the goals and expectations < /p>

4) Flexibility: the establishment of bureaucratic minimization of the process to encourage innovation

5) Reward: the establishment of performance-oriented, strengthen the recognition and praise, rewards and punishments, prohibit

6) Cohesion: team activities, work environment, interpersonal and mutual support relationship to establish the spirit of cooperation and dedication, and through the creation of external competition and celebrate the victory of the way to create a sense of pride in the team.

4, organizational climate measurement and diagnostic counseling: including questionnaire measurement and analysis, diagnosis and recommendations, tracking and improvement

Employee satisfaction assessment

Employee Satisfaction Survey (Employees Satisfaction Survey) is a scientific management tool, it is usually in the form of questionnaires to collect the employee satisfaction level of all aspects of the enterprise. Various aspects of the degree of satisfaction of the employee satisfaction survey, the main functions of the employee satisfaction survey:

Through the "Employee Satisfaction Survey" this behavior, the enterprise to the staff to show their attention;

Build a new communication platform for more real information to pave the way for a feedback channel;

Systematic, focused understanding of employee satisfaction and opinions on various aspects of the enterprise;

Clearly identifying the most relevant issues that the enterprise needs to address, i.e., the focus of management;

Detecting the reflection of the enterprise's important management initiatives among employees.

Assessment of the current state of corporate culture

In 1997, Pierre DuBois & Associates Inc. published a set of Organizational Culture Measurement and Optimization (OCMO) scales that included A model for organizational analysis and a step-by-step approach to corporate culture research. The model consists of seven dimensions:

(1) socio-economic environment (including socio-cultural environment and market competition, etc.);

(2) management philosophy (including mission, values, principles, etc.)

(3) organization of the work situation (including corporate organizational structure, decision-making process, etc.)

(4) Perception of the work situation (including perception of work and perception of management)

(5) Response: organizational behavior (including job satisfaction, job stress . (including job satisfaction, job stress, job motivation, and sense of belonging)

(6) Business performance (both qualitative and quantitative)

(7) Individual and organizational variables (including age, position, personal values, etc.)

Just as a carpenter can't use a hammer to solve all his problems, management is a complex task, with no shortcuts, and there are no new methods that can move a manager from mediocrity to excellence, or to instant success. There is no new way to move a manager from mediocrity to excellence, or to instantly turn things around. However, good managers are those who constantly seek out more effective ideas, methods, and practices to put in their toolboxes and radiate out into the business environment.

Accepting a management tool often means accepting a new management idea; accepting a new management idea often requires changing many management behaviors; changing management behaviors, in order to make the enterprise continue to pursue excellence.