Culture is the most powerful & intangible ingredient of performance management.

It is accountable for an organizations great or poor performance to a large extent. Difficulty in managing culture primarily arises due to its intangibility, but at the same time influence of culture is all pervasive. The complexity can be dealt with adroitly when intricacies of culture management understood & right intervention & drivers are adopted.

Culture

is

defined,

crystallized,

operationalized,

enforced & institutionalized by the people themselves to make progress & accomplish organizational objective in

a particular direction .
In the context of performance management culture

means shared strong work assumption & norms that

facilitate the peak performance of employees & organization.

Job satisfacti on Interdisc iplinary effective ness

Strong work environ ment

Executio n excellen ce Effective decision making

significa nce

Resourc e optimiza tion internali zation Perform ance maximiz ation

innovati veness

Scheins 3 level culture

Scheins three level of cultureThe culture guru, Edgar Schein classified culture into 3 levels as-

ARTIFA CTS

VALUES

UNDERL YING ASSUMP TION

CULTUR E

Handys 4 types of Culture -Charles handy avers that history, technology, goal objective of organization, size, location & management & employees have their own influence on organization culture.

Role culture

Task culture

Person culture

Power culture

Deal & Kennedy classification of corporate cultureT. E. Deal & A. A. Kennedys twin criteria of risk taking ability & feedback system of organization.

Tough & macho culture Hard work culture Bet the company culture Process culture

Routines

Symbols

Rituals

workflow

Johnson s cultural web

Stories

reward

Power equilibriu m

Fragmen tations perspecti ve

Integrati onist perspecti ve

Diffrenti ationist perspecti ve

culture

Bias for action

Stay close to custom er

autono my

produc tivity

Hands on manag ement

Stickin g to the knittin g

Lean organiz ation with lesser people

Simult aneous loosetight organiz ation

culture
Commitme nt to employee Method of Career planning controlling practices employees Evaluation Centralizat of Decisions ion of Concern making responsibil for people employees performan patterns ity ce

Masculinity femininity

Power distance

Individualis Uncertainty mavoidance collectivism

NURTURING CULTURE BASED PM

CAPITALIZING ON CULTURE IN INSTITUTIONA LIZATION OF PM

Drivers 1- Understanding organization

Org aniz atio n histo ry

Busi ness visio n& miss ion

Busi ness obje ctive & plan

Org aniz atio nal moti ves

Org aniz atio nal moti ves

Org aniz atio nal stru ctur e& dele gatio n

Org aniz atio nal syste m

Stud y of peop le

Exte rnal envi ron men t

Stat e syste m

com petit ors

Summarize internal environme nt data

External environme nt data

Cross-refer the data

Present the data for critical comment

Revise the document

Setting culture objectiv e

Defining super Operation ordinate al culture organizati objectives onal culture

Consolid ation of cultural dimensio ns

Adapting performa nce paramete rs

Identifying culture role in organizational objective

Identifying gaps

Preparing action plan

Commu nicating new cultural plan

Release of booklet

Discussi on with collectiv e bodies

Look for sabotag es

Training resource persons

Debate competi tors

Prepare for real shock

Install one item at a time

Timing of launching

Start with definite success

Implement system, structure & process in letter & spirit Deploy resource person to hasten experiencing process Allow new culture to exit uninterrupted

Auditing processes of new organizational culture

Auditing organizational level benefits

Auditing employee level benefits

Revamping organizational culture

Internalizing organizational culture

Using overt culture to drive performance institutionalization. Using covert culture to drive performance institutionalization. Using organizational culture for optimization. Using organizational culture as mediating variable.

Using organizational culture to ground equitable reward. Using organizational culture to create competency based career. Using organizational culture to institutionalize teamwork. Using organizational culture to develop leadership. Using organizational culture to create objectivity in subjectivity. Institutionalization of performance through internalization.