Spanish regional airline Air Nostrum wants to operate high-speed rail routes 26 October As short-haul flying is mostly a tedious, uncomfortable experience with lots of queuing and waiting, while at the same time a growing number of consumers have become more conscious about the environmental impact of air travel, the popularity of high-speed rail as an alternative to short-haul flying has steadily been growing. Compared to air travel within a range of around kilometer, high-speed rail means less hassle, because of direct connections between city centers, lighter security and luggage regulations, and a much more comfortable journey.
What is the first thing that pops in your mind when you hear the term corporate culture? A great many people refer to the classic phrase coined by the McKinsey organization, that culture is "how we do things around here.
Whether you can define it or not, you know that culture exists. It's that ethereal something that hangs in the air and influences how work gets done, critically affects project success or failure, says who fits in and who doesn't, and determines the overall mood of the company.
Culture often becomes the focus of attention during periods of organizational change — when companies merge and their cultures clash, for example, or when growth and other strategic change mean that the existing culture becomes inappropriate, and hinders rather than supports progress.
In more static environments, cultural issues may be responsible for low morale, absenteeism or high staff turnover, with all of the adverse effects those can have on productivity.
So, for all its elusiveness, corporate culture can have a huge impact on an organization's work environment and output.
This is why so much research has been done to pinpoint exactly what makes an effective corporate culture, and how to go about changing a culture that isn't working. Fortunately, while corporate culture can be elusive, approaches have been developed to help us look at it.
Such approaches can play a key role in formulating strategy or planning change. The Cultural Web, developed by Gerry Johnson and Kevan Scholes inprovides one such approach for looking at and changing your organization's culture.
Using it, you can expose cultural assumptions and practices, and set to work aligning organizational elements with one another, and with your strategy. Elements of the Cultural Web The Cultural Web identifies six interrelated elements that help to make up what Johnson and Scholes call the "paradigm" — the pattern or model — of the work environment.
By analyzing the factors in each, you can begin to see the bigger picture of your culture: The six elements are: Stories — The past events and people talked about inside and outside the company. Who and what the company chooses to immortalize says a great deal about what it values, and perceives as great behavior.
Rituals and Routines — The daily behavior and actions of people that signal acceptable behavior. This determines what is expected to happen in given situations, and what is valued by management.
Symbols — The visual representations of the company including logos, how plush the offices are, and the formal or informal dress codes. Organizational Structure — This includes both the structure defined by the organization chart, and the unwritten lines of power and influence that indicate whose contributions are most valued.
Control Systems — The ways that the organization is controlled. These include financial systems, quality systems, and rewards including the way they are measured and distributed within the organization.
Power Structures — The pockets of real power in the company. This may involve one or two key senior executives, a whole group of executives, or even a department. The key is that these people have the greatest amount of influence on decisions, operations, and strategic direction.
From " Fundamentals of Strategy " by G. Published by Pearson Education, These elements are represented graphically as six semi-overlapping circles see figure 1 belowwhich together influence the cultural paradigm.
From " Fundamentals of Strategy. Using the Cultural Web We use the Cultural Web firstly to look at organizational culture as it is now, secondly to look at how we want the culture to be, and thirdly to identify the differences between the two.
These differences are the changes we need to make to achieve the high-performance culture that we want. Analyzing Culture as It Is Now Start by looking at each element separately, and asking yourself questions that help you determine the dominant factors in each element.
Elements and related questions are shown below, illustrated with the example of a bodywork repair company. Finding This Article Useful? Subscribe to Our Newsletter Receive new career skills every week, plus get our latest offers and a free downloadable Personal Development Plan workbook.Discover (and save!) your own Pins on Pinterest.
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during the year. The innovative, all-business class service from London City to New York was launched in September and was an instant success with customers. Extract from a Master Mapping Report PKF Accountants and Business Advisers stakeholder buy-in at all levels, for the tourism industry, is vital to enhancing Iceland™s destination including easyJet, Norwegian, Air Berlin and Icelandic airline WOW (which.
In addition to the well-known SWAT and PEST analysis, there are many other approaches such as Value Chain Analysis, Porters Five forces, Core Competencies and Stakeholder Mapping that may be useful. This work will present two approaches of strategic analysis process such as Value Chain Management and Potters Five Forces.
Improving customer experience End to end customer journey. The introduction of allocated seating in November increased satisfaction with boarding the plane with easyJet being recognised by the Family and Parenting Institute with their ‘Family friendly award ’.
Business process mapping, IT and business strategy alignment, migration and deployment, requirements mapping, application development, operational streamlining, technical support, stakeholder management, root-cause analysis (RCA), solutions design, business and system analysis Title: Project Manager at Easyjet- .