Organizational Culture Survey Results

Transcription

1 Leadership Forward Group, LLC Organizational Culture Survey Results Michigan Local Government Benchmarking Consortium Neil Simon, Leadership Forward Group, LLC Phone:

2 What is an Organizational Culture? Definition The specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization. Wikipedia In sociology and anthropology, the way of life of a particular society or group of people, including patterns of thought, beliefs, behavior, customs, traditions, rituals, dress, and language, as well as art, music, and literature. Archaeologists use the word to mean the surviving objects or artifacts that provide evidence of a social grouping. Hutchinson Encyclopedia

3 Value Proposition If an organization can identify its cultural constraints and dissonance then it can remove social system barriers leading to improved employee optimization, business practices, and overall organizational performance

4 The Effects of Organizational Culture on Business Structure does not support the required activities Employees who know where things are and who to talk with and how to get things done leave the organization stranded Situations change, ideas change, however organizations practices do not respond to those changes Employees who know or think they know how to improve the organization attempt to implement change and find that they are defeated by known conventions

5 Result If leadership does not orchestrate systemic change the organization s culture will at best remain stagnant loosing the curve on performance and productivity

6 Evaluation Process Intent (purpose) Identify municipality social strengths that help achieve the organization s vision/mission Identify challenges that constrain its fulfillment (performance) Measure cultural constraints and dissonance within an organization that leads to performance limitations

7 Evaluation Tool Tool created Demographic information Organizational Design (Organizational Structure) Knowledge Management (Intellectual Capital) Strategic Direction (Employee s Awareness and Alignment) Proofed by the Executive Committee Distributed to all members

8 Evaluation Tool Survey Instructions This cultural benchmark study will explore four separate cultural areas. When responding to the survey questions please make sure that specific names are not used. The survey will reflect a profile of municipalities and key factors that help optimize how your organizations work. Responses and results from this survey may be used in the 2010 Michigan Local Government Benchmarking Consortium Report and all results will be made available to the participating local units. Only the Culture (Organizational Culture) section will not be reported publically in any way. Please answer the following questions to the best of your ability.

9 Descriptive Findings* Number of survey respondents [221] County 1 (59) Township 1 (19) County Commission (40) City 1 (49) City 2 (39) City 3 (15) Position [234] Employee 156 Supervisor 18 Manager 60 Gender [231] Female 125 Male 106 Age Mean Median 49 Range Length of service Mean Median 12 Range *note: some people did not respond to the categories.

10 Organizational Design Findings Percent of respondents reporting a local unit customer service model 56.3% 65.2% 50.0% 27.3% 23.1% 83.8% Percent of respondents reporting that the local unit operates in a: Silo fashion 18.3% 16.3% 15.0% 11.1% 21.4% 2.5% 14. 1% Work service fashion 41.7% 36.7% 50.0% 33.3% 50.0% 65.0% 46. 1% Matrix fashion 10.0% 20.4% 15.0% 13.9% 28.6% 17.5% 17. 6% Don't know 23.3% 20.4% 5.0% 27.8% 0.0% 7.5% 14. 0% Other 6.7% 6.1% 15.0% 13.9% 0.0% 7.5% 8.2 %

11 Organizational Design Findings Main mode local unit exhibits interest in making work processes better It asks for feedback It asks for feedback It creates document -ation that needs to be followed to ensure consistenc y It asks for feedback It asks for feedback It asks for feedback Creates document ation that needs to be followed for consistenc y We have work process meetings It creates documentation that needs to be followed to ensure consistency It doesn't seem to care

12 Organizational Design Findings Percent of respondents reporting that the local unit has a formal improvement process program 43.9% 30.6% 21.1% 21.1% 28.6% 32.5% 29. 6%

13 Organizational Design Findings Percent of respondents reporting that a computer is necessary to complete their job function Percent of respondents reporting use of a computer at work Average time at work respondents spend on the computer 100.0% 100.0% 100.0% 97.4% 100.0% 97.4% 99.1% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% % % % % % % %

14 Organizational Design Findings Average ease of access to the following people: (On 1-10 scale, where 1=easy and 10=hard) Direct supervisor Supervisor's "boss" Unit administrator Median ease of access to the following people: (On 1-10 scale, where 1=easy and 10=hard) Direct supervisor Supervisor's "boss" Unit administrator

15 Knowledge Management Findings Percent of respondents reporting that the local unit provide training to improve their skill levels in current job Percent of respondents reporting that the local unit provides training for skills to complete new work Main mode in which respondents acquire new skills for new work or assignments 77.6% 81.6% 89.5% 47.4% 60.0% 80.0% 72. 7% 81.4% 78.7% 68.4% 73.0% 73.3% 67.5% 73. 7% From other employees Figure it out on own Figure it out on own From other employees Figure it out on own From other employees Figure it out on own

16 Knowledge Management Findings Average value local unit places on the following traits: (On 1-10 scale, where 1=high value and 10=low value) Capability to contribute to your work Knowledge needed to do your job Skills needed to do your job Ability to do your job Behaviors needed to do your job

17 Knowledge Management Findings Median value local unit places on the following traits: (On 1-10 scale, where 1=high value and 10=low value) Capability to contribute to your work Knowledge needed to do your job Skills needed to do your job Ability to do your job Behaviors needed to do your job

18 Knowledge Management Findings Percent of respondents reporting local unit has formal job descriptions Percent of respondents reporting that they are aware that their job description is current 96.6% 100.0% 100.0% 94.7% 100.0% 97.5% 98. 1% 61.0% 65.3% 73.7% 57.9% 57.1% 75.0% 65. 0%

19 Knowledge Management Findings Average relevancy of current job description as reflected in the work actually performed (On a 1-10 scale, where 1=highly relevant and 10=not relevant) Median relevancy of current job description as reflected in the work actually performed (On a 1-10 scale, where 1=highly relevant and 10=not relevant)

20 Strategic Direction Findings Percent of respondents reporting that their local unit has a formal vision and/or mission statement Percent of respondents who know the vision and/or mission statement of the local unit Percent of respondents reporting that their department or work unit has its own vision and/or mission statement 72.9% 56.3% 94.7% 47.4% 80.0% 97.5% 74. 8% 64.4% 47.9% 63.2% 38.9% 60.0% 97.5% 62. 0% 35.6% 58.3% 78.9% 42.9% 26.7% 32.5% 45. 8%

21 Strategic Direction Findings Percent of respondents reporting that their department's activities appear aligned with the local unit's strategic direction Average frequency that respondents report the local unit assesses and revises its current needs 65.5% 75.0% 78.9% 55.6% 66.7% 85.0% Annually Annually Annually Other Annually Annually

22 Main mode local unit assesses and revises its current needs Don't know Set by governing body Strategic Direction Findings Set by governing body Set by governing body Set by governing body Strategic planning sessions Main mode in which employer measures success in achieve strategic goals Don't know Don't know Key performance indicators Don't know Key performance indicators Formal individual performance feedback

23 Strategic Direction Findings Percent of respondents reporting that their local unit has a formal succession plan Percent of respondents reporting that their local unit has a formal employee development plan Average frequency with which respondents report that development plans are reviewed with their supervisor 6.8% 20.8% 15.8% 24.3 % 6.7% 27.5% 17. 0% 13.6% 22.9% 15.8% 2.7% 6.7% 55.0% 19. 4% Don't know Don't know Annually Don't have any Don't know Never been evaluat -ed Annually

24 Conclusions Organizational Design Overall - organizations are taking a traditional management approach with some incorporating old tradition and new management practices Some municipalities are looking at their processes and are meeting needs and some may be doing the same things expecting different results. Might this also suggest something about being concerned with getting things done, not necessarily improving processes? Staff reductions lead to just doing the tasks not necessarily looking at process improvement. Computer usage dominant Most of the time is spent on the computer. The findings seem an inordinate amount of time. Is this much computer time vital to their job tasks or are they escaping to the computer? Or are people becoming increasingly isolated? Fairly easy direct leader access Fair to moderate access to above leadership

25 Conclusions Knowledge Management Training being provided almost 3/4 of the time New work being given with training almost 3/4 of the time New skills being figured out on own (4) or from previous employees (3) Employees seem fairly well valued Most all employees have job descriptions About 1/3 of the job descriptions are out of date Job descriptions are fairly accurate

26 Conclusions Strategic Direction Vision 75% have a local unit of government vision Many (3/4) work units have their own vision Over 1/2 of the employees (62%) know their units vision 3/4 of the department personal believe the work they do is aligned with the local unit Almost all organization review their direction annually and revise their needs Needs driven by governing body (4) or Strategic designs (1) 1/2 organizations are performance based Very limited succession planning Very limited employee planning Development plans for employees are unclear or unexpected

27 Summary Initial results are not yet statistically valid Longer term goal is to correlate demographic and cultural data (values and norms) and management practices to other benchmarking outcomes which should yield best practices Expanding participation will result in better findings

28 Impact of the Cultural Initiative VALUE PROPOSITION If an organization can identify its cultural constraints and dissonance, then it can remove social system barriers leading to improvement in employee optimization, business practices, and overall organizational performance

29 Question & Answer Next Steps

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