Culture is the basis of organizational performance. The success of the transformation projects largely depends on talent and the ability of management to suit the culture time, operating on some components, which in the medium term, set-up a new set of beliefs more in line with the new reality of the business. Discovery Communications gathered all the information. 1. Internal organization organizational architecture: for processes, functions, teams example: A functional organization that happens to be based on working groups, requires a set of skills and values (work teamwork, cooperation, empowerment, conflict management and communication skills), which hitherto could not be required. In addition to the form of relate, the system of Government must also be seen: the way in which distributes the power, access to information, systems of control and dependence.
2 Systems of evaluation and compensation compensation systems work as stimuli, looking for required behaviors. This It is independent if are applying management by objectives, competencies and similar. There must be consistency with the evaluation and compensation systems. Example of dysfunction: company that is geared towards a structure and compensation based on performance by teams, but maintains a system of evaluation and individual compensation in operation. 3.
Systems of promotions, affiliations and layoffs strong cultures are characterized by their difficult access. Those wishing to enter must pass through by unpleasant rites of initiation. Passed this stage, are recognized as members of the Group and they are introduced in the codes and values of the same. They also have their own mechanisms of exclusion. The more solid is more powerful will be your application. Double-edged weapon? The cohesion of the group, can result in a high level of support. If established values and principles are respected. That is the Status quo. Such cohesion becomes resistance, if it contradicts or does not accept the ways of seeing things in the group. Remember: all change brings with it a questioning, at least partially, of the principles and values existing in the Organization 4.-leadership style and processes address the leaders determine and convey the culture of an organization a careful look at the behaviors of a leader can give us signs of the kind of culture that is managing this. The point is: to observe. I should observe? 4.1.-At which issues lend special attention? 4.2 Who are interested in measuring? 4.3 Control activities? 4.4 As it reacts to critical incidents and business crisis? 4.5 Depending on which criteria recruited, transferred and promoted to its people? In response, we can understand the culture of the Organization, since it reflects the true values and principles with which the leader manages the computers in the organization. It is true that it is a very intangible component, but it is the most effective.