Cultural audit: Difference between revisions
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Bi-cultural audit consists of three steps, which are represented below<ref>Aquinas 2009, s. 450</ref>: | Bi-cultural audit consists of three steps, which are represented below<ref>Aquinas 2009, s. 450</ref>: | ||
* '''Data collecting:''' the [[process]] starts with interviews, questioning and observation of employees to discover cultural differences amongst the merging companies. | * '''Data collecting:''' the [[process]] starts with interviews, questioning and observation of employees to discover cultural differences amongst the merging companies. | ||
* '''Data analysing''': second step implies analysis of collected data to determine which differences between these organizations can cause the misunderstanding and what kind of cultural values will be the fundamentals for building a united cultural company. | * '''Data analysing''': second step implies analysis of collected data to determine which differences between these organizations can cause the misunderstanding and what kind of [[cultural values]] will be the fundamentals for building a united cultural company. | ||
* '''Integration:''' in the finale it comes to forming [[strategy]] and making plans on how to bring the culture clash from merger to minimum. | * '''Integration:''' in the finale it comes to forming [[strategy]] and making plans on how to bring the culture clash from merger to minimum. | ||
Revision as of 03:21, 20 January 2023
| Cultural audit |
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| See also |
Cultural audit - can be used to establish if there are various groups or subcultures in company that have completely different views about workplace, managers, organizational structure and so on. It is conducted to investigate attitudes and advantages of the workforce as well as actions they engage in. Cultural audit primarily includes discussions between managers of how employers see company's culture and how it can be improved and developed[1].
The cultural audit consists of such questions as[2]:
- How employers communicate with each other?
- How they spend their time on breaks?
- How employers proceed inside the organization?
- Are they empowered?
- What is the leading management style of managers?
This type of analysis concentrates on how critical qualities are embraced and demonstrated by employers in the whole organization. Employee surveys help to examine how workers feel about different critical issues, they can be quite useful for upward appraisal and response of management[3].
Bi-Cultural Audit
A bi-cultural audit pinpoints cultural relations within the merging organizations and determines degree to which cultural conflicts will probably happen. Cultural collisions can be minimized by running a bicultural audit before the merger[4].
Bi-cultural audit consists of three steps, which are represented below[5]:
- Data collecting: the process starts with interviews, questioning and observation of employees to discover cultural differences amongst the merging companies.
- Data analysing: second step implies analysis of collected data to determine which differences between these organizations can cause the misunderstanding and what kind of cultural values will be the fundamentals for building a united cultural company.
- Integration: in the finale it comes to forming strategy and making plans on how to bring the culture clash from merger to minimum.
Footnotes
References
- Aquinas (2009), Organization Structure & Design : Applications And Challenges, Excel Books India
- Bohlander G., Snell S. (2006), Managing Human Resources, Cengage Learnin
- Chalofsky N.F. (2014), Handbook of Human Resource Development, John Wiley & Sons
- Gooden S.T. (2015), Race and Social Equity: A Nervous Area of Government, Routledge
- Piscione D.P. (2014), The Risk Factor: Why Every Organization Needs Big Bets, Bold Characters, and the Occasional Spectacular Failure, St. Martin's Press
- Solomon C. (2004), Culture Audits: Supporting Organizational Success, American Society for Training and Development
- Strathern M. (2003), Audit Cultures: Anthropological Studies in Accountability, Ethics and the Academy, Routledge
Author: Uladzislau Leonau
