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		BPR and Organisational Culture

Appendix 6
Tabular and graphical results to be produced

1. Issue under investigation - no tabulation
2. Hypothesis - no tabulation
3. Numbers and Profile of Organisations Responding and Used
   • The number of organisations who restructured by one of the McKinsey 7S elements and number of elements changed.

   • Organisations included: <criteria> a. 7 S Element Changed Structure (includes by process) Systems Staff Skills Style Shared Values (or Culture) Strategy (BPR as a result of) No. Organ. Overall % b. No. 7 S Elements Changed No. Organ. Overall %

4. % Organisations that attempted to change their culture.

   • % Organisations that attempted to change their culture.

5. Culture Elements Changed
   • The number of organisations that attempted to change culture elements at the various cultural levels:

   • Organisations included: <criteria> Cultural Level Artefacts Behavioural Patterns Behavioural Norms Values Beliefs and Assumptions No. Organ. Overall %
6. Reasons Why Culture Elements Changed
   • The number of organisations that give the same reason for choosing their particular culture elements for attempting to change culture

   • Organisations included: <criteria> Cultural Driver Management Consultants Visibility Speed of Response Total re Hypothesis   Previously used to good effect Gain staff commitment Other (as specified) Total re Other Reasons No. Organ. Overall %
7. Techniques Used
   • The number of organisations using coercive or passive techniques:

   • Organisations included: <criteria> Level Cultural Driver No. Organ. Overall % Behaviour Patterns Performance Related Pay New procedures, rules and regulations Appraisal scheme assesses new behaviour Total Coercive     Artefacts Symbols etc. Stories & Myths Rituals & routines     Behaviour Norms Line staff actively involved in the redesign of processes Management exhibiting required behaviour Employee Q&A sessions or schemes or surveys     Values Group therapy and Organisational Development Regular communications re ethics. codes of practice, etc. Support to staff speaking out on the above ethics, etc.     Beliefs Regular communications re mission Regular communications re what's important Individual therapy re emotional responses Total Passive
8. Effectiveness
   • a. The number of organisations addressing multiple culture layers correlated to effectiveness:

   • Organisations included: <criteria> No. Layers Addressed 1.       2. etc. Correlation to Effectiveness 0.n% 0.n%

   • b. The number of organisations addressing the various culture layers correlated to effectiveness:

   • Organisations included: <criteria> No. Layers Addressed Artefacts Behavioural Patterns etc. Correlation to Effectiveness 0.n% 0.n%

   • c. Relationship between the number of culture elements addressed and organisation effectiveness:

   • Organisations included: <criteria> Effectiveness | |                                    x               x     |                                            x     |                                   x |                            x    x |                          x |               x |______________________________ No. Elements

To Appendix 7.Justification, assumptions and potential problems in interpreting the data

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