Lecture 1 Defining Culture

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來自 Moscow Institute of Physics and Technology 的課程

人力资源分析概论

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Moscow Institute of Physics and Technology

人力资源分析概论

65 個評分

This course is designed to provide you with an understanding of the role of data and technology in human capital management. Every topic in the course will be covered in the most practical way so that learners get hands-on experience. In the course we use the 4Ts principle: Task, Theory, Technique and Technology so that there is always a connection to organizational performance objectives, an overview of underlying theories and principles, and specific tools which help achieve business objectives. You will learn ● what combination of data, technologies, and tools can be used in people management processes to improve organization’s performance ● how to use some of these tools and how to select the ones that suit your objectives and budget ● to design individual and team development plans and measure its ROI for the organization ● how to figure out the qualities that lead employees to their best performance so you know what to encourage in current and look for in new employees ● how to identify the right channels to recruit your employees or team members ● what combination of monetary and non-monetary motivation tools work best for your organization ● how to predict what people will leave in the near future and how to make sure some of them stay ● how to measure engagement and make a strong organizational culture improve performance

從本節課中

Culture and Assessments

Culture is a very elusive topic, but it is still measurable and it affects performance a lot. In this module we discuss its various aspects, why it affects performance, and what are the "enemies" of performance-enhancing organizational cultures

Lecture 1 Defining Culture3:36

Lecture 2 Understanding Culture5:18

Lecture 3 Assessing Culture4:06

與講師見面

Ilya Breyman
Adjunct Professor
Center of Innovative Educational Technologies
Alexey Dolinskiy
Adjunct Professor
Center of Innovative Educational Technologies

Welcome to the third module of People Analytics.

Now you will learn how to measure and manage culture.

One of the most important aspects of performance management,

which we talked about in the last module,

is being able to understand what characteristics top performers and

top performing teams have.

For that reason, we also have to understand what are the features of the environment

in which they operate at maximum capacities.

A sports analogy makes this very simple.

Let's take Leo Messi, one of the best soccer players of all time.

He's the all time top scorer of Spanish La Liga and the European Champions League.

He won 25 titles with Barcelona, and four times was named FIFA player of the year.

This list can be continued almost indefinitely.

Messi is an ideal performer, yet he hasn't yet

won a single significant trophy within Argentina's national team.

And this is also a great team bringing together legion players from top clubs all

over the world.

Even great performers will not necessarily perform as great in another team.

Why is that?

In this module, you will learn about the interplay of culture, values, skills,

and performance.

We have already talked about performance management,

in this lecture we turn to assessing cultural value fit.

Harvard professor Boris Groysberg studied performance changes for

Wall Street professionals switching companies.

It turns out, professionals moving to superior companies

are more likely to improve performance.

While professionals moving to weaker teams,

experienced the sharpest decline in performance.

However, moving to a new firm with colleagues protected performance.

Professionals who moved as a team

were more likely to perform well after the move, than those who moved solo.

Organizational culture refers to employees' shared assumptions and

norms, as well as tangible aspects of the work environment that influence and

reflect those beliefs.

The foundation of corporate culture is laid down by the company's founders and

top management.

It deals with demonstrating, and encouraging in others, certain behaviors.

It doesn't necessarily have anything to do with values stated on corporate websites

or displayed in lobby decorations.

In the end, it is about employee behaviors, not about slogans.

In corporate culture and performance, Kotter and Heskett were the

first to show empirically how corporate culture influences performance.

They found that companies with what they called performance-enhancing culture

significantly outperformed those without it.

In fact, the stock price growth of 12 companies with performance-enhancing

culture, was 12 times higher than those in the control group.

The researchers found out that even though the cultures

of successful companies were different, they shared [INAUDIBLE] characteristics.

First, they emphasized customers, investors, and employees.

Second, they were adaptable to change.

They saw that correlation stands by the numerals compounded variables they found.

The most critical task for the organization is to figure out

what kind of organizational culture as a whole it has, and

which specific elements of this culture enhance organizational performance.

This magic formula would be very much different, unique for each organization.

But it directly affects all people management issues,

including what people should be hired or let go,

how they should be managed,

evaluated, developed, paid and so on.

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