Mit diesem Buch gestalten Sie Ihre Unternehmenskultur nachhaltig Das Unternehmen oder die Organisation, in der Sie arbeiten, besitzt zwar eine Unternehmenskultur, aber damit haben Sie sich bisher nicht auseinandergesetzt? Dann ist es an der Zeit, dies zu ändern. Schließlich ist die Organisationskultur ein wichtiges Element, das nachhaltig zu Ihrem Unternehmenserfolg beitragen kann. Das zeigt das Buch „Unternehmenskultur gestalten“. Mit starkem Bezug zur Praxis schildert Josef Herget, wie Sie Unternehmenskultur zu einem Management-Instrument umfunktionieren. Dafür liefert er in diesem Buch zahlreiche Methoden und Ansätze, mit denen Sie Ihre eigene Unternehmenskultur gestalten und diese letztendlich als Erfolgsfaktor in größeren Organisationen implementieren. Verabschieden Sie sich von starren Strukturen und Vorstellungen, denn Unternehmenskultur bedeutet immer eines: Veränderung. Der Autor stellt klare Praxisbezüge her Damit Sie mit diesem Buch in der Lage sind, Ihre eigene Unternehmenskultur zu gestalten, setzt Herget zunächst bei den Grundlagen an. Er bringt Ihnen Grundbegriffe und -konzepte näher, bevor es an konkrete Gestaltungsmöglichkeiten geht: • Ambidextrie – Unterschiedliche parallele Unternehmenskulturen nutzen • Der CultureExcellence Prozess • Die Entwicklung von Modellen • Analyse und Diagnose der Unternehmenskultur • Entwicklung der eigenen Strategie • Implementierung steuern und messen Einblicke in die Praxis gibt Ihnen ein begleitendes Beispiel, das die einzelnen Gestaltungsphasen nachvollziehbar veranschaulicht. Best- Practices unterstützen Sie bei der Umsetzung. Dadurch ist das Buch „Unternehmenskultur gestalten“ ein inspirierendes Werk für Führungskräfte, aber auch für Berater im Bereich Unternehmensführung sowie für Studenten aus den Bereichen Wirtschaftswissenschaft oder Betriebswirtschaftslehre.
Author(s): Josef Herget
Publisher: Springer
Year: 2023
Language: English
Pages: 163
City: Berlin
Preface
Contents
List of Figures
List of Tables
1: Corporate Culture: The Central Success Factor
1.1 What Is Corporate Culture Anyway?
1.1.1 In-Depth Illustrations of the Concept of Corporate Culture
1.1.2 Functions of Corporate Culture
1.1.3 Where Are the Starting Points?
1.2 When Is a Corporate Culture Good?
1.3 Corporate Culture as a Success Factor
1.3.1 A Strong Corporate Culture Leads to Financially More Successful Companies
1.3.2 Corporate Culture as the Most Important Cause of Corporate Success
1.4 What Are the Drivers of Corporate Culture?
1.5 New Approaches to Corporate Culture
1.5.1 Behavioural Economics Approaches
1.5.1.1 Cooperation and Feedback as the Key to Optimising Corporate Culture
1.5.1.2 Trust as the Key
1.5.1.3 Role Model Function of Managers
1.5.1.4 The Importance of Peer Feedback
1.5.1.5 Nudging or Positively Intended Influence
1.5.2 Neuroscience Approaches
1.6 Good Practices Make the Difference: An Analogy
1.7 To Get You in the Right Frame of Mind: How Important Is Corporate Culture Management to You? A Self-Test
1.8 The Path Is Worthwhile: Create the Corporate Culture with Which You Will Become Successful in the Long Term
1.9 Key Points
References
2: Corporate Culture Can Be Shaped
2.1 On the Dynamics of the Phenomenon of Corporate Culture
2.2 Simultaneity of Different Corporate Cultures
2.3 Ambidextry: Consciously Using Different Parallel Corporate Cultures
2.4 Integration and Adaptation: Central Approaches to Developing Corporate Culture
2.5 On the “Feasibility” of Corporate Culture: Systemic Reservations and the Courage to Act
2.6 Key Points
References
3: Architecture of Corporate Culture: An Operational Design Approach
3.1 Meeting the Complexity of Corporate Culture Through a Systematic Approach
3.2 The Integrative Corporate Culture Architecture Model
3.2.1 The Strategic Level: Vision and Strategies
3.2.1.1 Focus: Vision
3.2.1.2 Level: Strategy
3.2.1.3 Approach: Mindset
3.2.1.4 Prerequisite: Common Values
3.2.1.5 Methods: Mission Statement, Audit and Strategy
3.2.1.6 Success Tendency
3.2.1.7 Effect
3.2.2 The Action Level: Measures and Processes
3.2.2.1 Focus: Selected Areas of Culture Change
3.2.2.2 Level: Action
3.2.2.3 Approach: Behaviour
3.2.2.4 Prerequisite: Direct Approach in the Area of Responsibility
3.2.2.5 Methods: Culture Change Processes and KPIs
3.2.2.6 Success Tendency
3.2.2.7 Effect
3.2.3 The Level of Reflection: Culture Hacks as a Constant Compass
3.2.3.1 Focus: Lived Everyday Life
3.2.3.2 Level: Reflection
3.2.3.3 Approach: Mindset
3.2.3.4 Prerequisite: Clarity and Courage
3.2.3.5 Methods: Culture Hacks
3.2.3.6 Success Tendency
3.2.3.7 Effect
3.3 An Approach to Shaping Corporate Culture: The Culture Excellence Process
3.3.1 The Individual Phases of the Culture Excellence Process
3.3.1.1 Model Development
3.3.1.2 Audit Concept
3.3.1.3 Maturity Model
3.3.1.4 Strategy Development
3.3.1.5 Method Selection
3.3.1.6 Implement & Control
3.3.2 The Culture Excellence Process as a Central Management Tool for Shaping Corporate Culture
3.4 Key Points
References
4: Developing Your Own Culture Model
4.1 Why Is a Model Essential for Discussing Corporate Culture?
4.2 Brief Synopsis of Different Corporate Culture Models
4.2.1 Development-Oriented Models: The Graves Model
4.2.2 Generic Models: Denison’s Organisational Culture Model and the OCI Model
4.2.3 Problem-Based and Specified Models
4.3 Developing Your Own Model of Corporate Culture: Integrating Different Perspectives
4.3.1 Taking Account of Different Perspectives
4.3.1.1 The Perspective of the Company as a Whole
4.3.1.2 The Company as a System of Value Adding Activities
4.3.1.3 High-Performance Organisation as a Result of Individual and Collaborative Value Adding Activities
4.3.2 Integration of the Views: Basis of the Own Corporate Culture Model
4.4 The Culture-Diamond-Model: Procedural Concept for the Identification of the Own Corporate Culture
4.4.1 An Example: Recording Culturally Relevant Factors
4.4.1.1 The Culture Diamond Model: Company Perspective
4.4.1.2 The Culture Diamond Model: Internal System Perspective
4.4.1.3 The Culture Diamond Model: Individual Perspective
4.4.2 An Example: Condensation to Company-Specific Culture Factors
4.5 Alignment of Corporate Culture with Corporate Strategy
4.6 Key Points
References
5: Analysis and Diagnosis of the Corporate Culture
5.1 The Corporate Culture Audit: On the Term and Concept
5.2 Survey and Evaluation
5.3 Derivation and Prioritisation of Objectives
5.4 An Example to Illustrate
5.5 Key Points
References
6: Corporate Culture in the Maturity Model
6.1 Meaning and Function of Maturity Models
6.2 Concept of the Maturity Model
6.2.1 Stages in the Maturity Model
6.2.2 Options for Carrying Out the Determination of the Degree of Maturity
6.3 Procedure Model for Strategic Positioning
6.4 Example of a Maturity Model for Corporate Culture
6.5 Key Points
Reference
7: Development of Corporate Culture: Strategy Generation
7.1 Systematics for the Development of Strategies
7.1.1 Generic Strategies
7.1.2 Specific Strategies
7.2 Strategy Options for Cultural Change
7.3 Controlling the Strategy Premises
7.4 Key Points
8: Methods for Cultural Development: Levels and Measures of Intervention
8.1 Use of Interventions and Methods in the Architecture Model
8.1.1 Mindset and Behaviour: The Strategic Level of the Architecture Model
8.1.2 Moving from Strategy to Action: The Operational Level of the Architecture Model
8.1.2.1 Putting Corporate Culture into Practice: Culture Lives in Everyday Life!
8.1.2.2 The Procedure Model for Sustainable Implementation
8.1.2.3 Working Out the “Why”
8.1.2.4 Working Out the “Where To”
8.1.2.5 Working Out the “Where From”
8.1.2.6 Schematic Representation
8.1.2.7 Implementation in Daily Practice
8.1.3 Culture Hacks: The Punctual Level of the Architecture Model
8.1.3.1 What Are Culture Hacks?
8.1.3.2 An Urgent Warning Beforehand!
8.1.3.3 Culture Hacks in Daily Use: Some Examples
8.1.3.4 Culture Hacks: The Link Between Mindset and Behavior
8.2 Classic Approaches to Changing Corporate Culture
8.3 Recent Approaches to Changing Corporate Culture
8.3.1 Interventions and Methods: A Characterisation
8.3.2 Suitability Potential for the Own Company
8.4 Key Points
References
9: Setting Up Culture Change Projects the Right Way: Implementation and Controlling
9.1 Determine Procedure Concept
9.2 Evaluate Interdependencies Between Measures
9.3 Moving from a Portfolio of Methods to a Roadmap
9.4 Install Project Management
9.5 Measure and Evaluate Implementation Success
9.6 Ensure Roll-Out
9.7 Collecting and Processing Learnings
9.8 A Warning and Encouragement at the Same Time!
9.9 Key Points
Reference
10: Integrative View: The Concept of Culture Excellence
10.1 The Individual Building Blocks of Culture Excellence
10.2 Integration of the Individual Building Blocks into the Concept of Culture Excellence: Approach and Advantages
10.3 The Cultural Design Process as a Recursive Model
10.4 Key Points
Reference
11: Don’t Fail in the Culture Change Project: Do’s and Don’ts
11.1 Why Is Shaping a Corporate Culture a Sensitive Undertaking?
11.2 Do’s: These Approaches Promise Success
11.3 Don’ts: It’s Best to Avoid These Practices
11.4 Key Points
12: The Special Role of Leadership
12.1 Importance of Leadership: Leadership and Management
12.2 Role Model Behaviour as the Most Important Influencing Factor in the Development of Corporate Culture
12.3 Management in a Sandwich
12.4 Who Is a Role Model in the Democratic Enterprise?
12.5 Key Points
References
13: Living Corporate Culture
13.1 Forming Habits
13.2 Reflecting on the Corporate Culture in Everyday Life
13.3 Allowing Corporate Culture to Be a Dynamic Development
13.4 Corporate Culture: Between a “Never Ending Story” or “Life Still Offers Many Exciting Moments”
13.5 Consciously Celebrate Corporate Culture: And Develop Pride
13.6 Key Points
References
14: Challenges to Corporate Culture: Today and Tomorrow
14.1 What Are the Future Challenges for Corporate Culture?
14.2 Key Points
References
