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Merging Cultures 2007

Merging Cultures 2007

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Published by Fevered Steve
I developed a short instrument to measure organisation culture and used it a few times within Becta. We used it here when we merged two directorates and it gave people some way of thinking about the "other lot" and comparing them to themselves. I was pretty pleased with it and it seemed to defuse a lot of the feeling of threat that was in the air.

Yet another part of my work at Becta I thought was best to put on to Scribd for all to see and think about.
I developed a short instrument to measure organisation culture and used it a few times within Becta. We used it here when we merged two directorates and it gave people some way of thinking about the "other lot" and comparing them to themselves. I was pretty pleased with it and it seemed to defuse a lot of the feeling of threat that was in the air.

Yet another part of my work at Becta I thought was best to put on to Scribd for all to see and think about.

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Published by: Fevered Steve on Dec 13, 2010
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12/13/2010

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Merging the E-Strategy and the Evidence and Evaluation directoratesWhat are the cultures like?Steve DaviesFebruary 2007
 
E-Strategy and Evidence and Evaluation Directorate Culture
1. Short summary
What are we like?
Merging the two directorates brings three cultures together. E-Strategy has a strong culturebased on clear direction and planning.
There is a “core” E&E culture that is a more sceptical
version of the E-Strategy culture.
There is a “maverick” E&E culture that is more change
-oriented than the other two.Both directorates regarded themselves as people-oriented and supportive. Both sets ofmanagers regard their directorate as similarly people-oriented. However E-Srategy peopletend to see their directorate as more people-oriented than their managers and E&E peoplesee their directorate as less people-oriented. The E-Strategy directorate and two thirds of E&E are more results oriented than changeoriented. Around one third of E&E are mavericks who are more change oriented than resultsoriented. These mavericks also tend to be located at the more outer edges of the
directorate‟s working culture, sco
ring lower than most in terms of work formalisation or peopleorientation.Of the 9 issues that define B
ecta‟s aspiration for 
its culture, Team working, Accountability,Innovation and Inclusion (as defined by me) seem to be reasonable strengths for us. We areweakest in the areas of Transparency, Consistency and Success, and are not particularlystrong in the areas of Respect and Learning.
Issues
There is some scope for misunderstanding between the three cultures, so we will need torespect each othe
rs‟ approaches.
 .The question remains as to whether Becta needs mavericks. Either way, we need to givesome thought as to how this issue is handled.

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