MEASURING CORPORATE CULTURE
These characteristics are collected and made transparent with our survey systems. Sometimes the written survey is supplemented by interviews.
By linking the concrete characteristics, critical starting points for development can be derived. This procedure allows the complexity to be reduced to central, interlinked impact factors.
The definition of the desired new state of the culture must necessarily be coupled with underlying expectations regarding the development of the performance level and effectiveness of the organization in question.
We currently use the following survey systems:
Overview of the characteristics of corporate cultures
Organizational Values
The value structure is made transparent on the basis of 36 corporate values. The current values are surveyed and evaluated in positive as well as in weak or critical characteristics. At the same time, target values can be determined. The gaps can then be derived from the differences between actual and target values. The gaps are tested in terms of their effect on performance and developed if they have a high priority.
Health Culture Survey
Three main dimensions and nine subdimensions are used to identify factors that have a high impact specifically on health factors in the company. The basis for this is provided by the dimensions of rhythm, resonance and resilience, on which the main and sub-dimensions are based. Here, too, the system uses a ranking to show which development areas could be improved.
Denison Culture Model
The Denison survey instrument uses four main dimensions and twelve subdimensions to reveal members’ perceptions of the characteristics of important corporate functions. These perceptions are cultural because they show the interpretation of the “world”, not the real actual characteristics of the “world”.
By measuring them based on scales, the characteristics can be compared with other companies/industries. The dimensions with the greatest leverage for success are interpreted and developed.
Culture Patterns
The relationship patterns survey system provides transparency on 15 relationship patterns. These are shown both in their positive and negative manifestations. It is then possible to work out how the positive development of these patterns will affect the culture and subsequently the performance of the division/company.