.

ManagingCulture

Professionals

WorkingTogether

Culturea Pillar toSupport

the Future

Possible Aspects of an Organisation’s Culture

Case Study

The power of mobilising thought

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Knowledge Management

Enables an effective knowledge management lead strategy

to address knowledge management at multiple levels:

InternalThe Individual, The Team and the The Organisation

ExternalStakeholder Identification, Collaboration and Sharing

Key PrinciplesKnowledge:

Harvesting, Management, Sharing, Ownership, Diversity etc.Knowledge Storage

Knowledge (representing the collective expertise of the organisation) can be accessed by all in a

Standard Operatingt Procedures Manual?

ManagingKnowledg

e

Professionals

WorkingTogether

Culturea Pillar toSupport

the Future

Culture

Learning & GrowthHow will we sustain our ability to

change and improve?

InternalTo satisfy

our stakeholders

at which operational processes must we excel?

CustomersTo achieve our

vision, what should our

customers and other

stakeholders know us for?

FinancialTo receive

the necessitated funding to sustain our vision, on what must we focus?

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------------------------------------------------------------------------Clearly communicate Clearly communicate

expectations and expectations and accountabilities aligned accountabilities aligned

with strategic priorities ito a with strategic priorities ito a defined promise & reverse defined promise & reverse

promisepromise

Create an environment to support Create an environment to support employee engagement & commitment employee engagement & commitment

to the visionto the vision

Develop Leadership and Develop Leadership and Management TalentManagement Talent

Recruit and train qualified Recruit and train qualified staffstaff

Implement technology & Implement technology & develop facilities & develop facilities &

infrastructure to support infrastructure to support best in class standardised best in class standardised

internal processes to internal processes to support integrity, quality & support integrity, quality &

innovationinnovation

Easy AccessEasy AccessDevelop Develop collection collection

opportunitiesopportunities

Friendly,AttenFriendly,Attentive tive

InteractionsInteractions

On-Time On-Time Service per Service per

PromisePromise

Provide Outstanding Customer Provide Outstanding Customer ServiceService

Benchmarked Against the PromiseBenchmarked Against the Promise

Develop & Demonstrate Continued Develop & Demonstrate Continued Analytical Excellence through effective Analytical Excellence through effective

Knowledge ManagementKnowledge Management

Strive for Standardised Operational Strive for Standardised Operational Excellence through SOP’s: A common Excellence through SOP’s: A common body of knowledge that represents the body of knowledge that represents the

collective expertise deployedcollective expertise deployed

Develop research opportunities aligned Develop research opportunities aligned with targeted growth areaswith targeted growth areas

Continually develop sub specialised Continually develop sub specialised analytical servicesanalytical services

Optimise staff efficiency & Optimise staff efficiency & measure and manage measure and manage

workloadsworkloads

Manage Manage Communications & Communications &

ReportingReporting

Develop, standardise & document Develop, standardise & document leading edge analysis processes & leading edge analysis processes &

techniquestechniques

Redesign, standardise and implement Redesign, standardise and implement operations for efficiency & operations for efficiency &

effectivenesseffectiveness

Specialist Directed Services

•Leading edge expertise•Leading edge technology•Excellent service•Personal relationships•Forensic partnership in evidence gathering

Governance Bodies

•Innovative excellence•Value for

money•On-time reporting

Food•Leading edge expertise•Leading edge technology•Excellent service•Personal relationships•Forensic partnership in evidence gathering

Toxicology•Leading edge expertise•Leading edge technology•Excellent service

Blood Alcohol•Leading edge expertise•Leading edge technology•Excellent service

Maximise Opportunities to add value to Maximise Opportunities to add value to the statethe state

Research and Implement Research and Implement Managed GrowthManaged Growth

Build Buy-in to the value that we bring by maintaining and Build Buy-in to the value that we bring by maintaining and sustaining our vision sustaining our vision

Deliver Cost Efficient Deliver Cost Efficient AnalysisAnalysis

We are a values-driven, integrated forensic chemistry service which will be recognised for excellence in customer service, quality analysis, value for money and stakeholder

support

Identify key customer satisfiers & Identify key customer satisfiers & measure against themmeasure against them

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ManagingIntellectu

alPropertyRights

Professionals

WorkingTogether

Culturea Pillar toSupport

the Future

Culture

Intellectual Property Rights

These arise within professional workplaces and whilst norms are well established in respect of individual rights the position becomes complex

as one moves to address the collective expertise of an organisation embodied within a common body of knowledge:

Intellectual property norms in knowledge based professional workplaces paint a framework in which individuals retain the intellectual property

rights to their knowledge that they contribute to their organization. The organisation too enjoys the right of ownership to the intellectual property contributed on the understanding that upon the departure of an individual

from the organisation it shall acknowledge the contribution of an individual.

Ownership of intellectual property should be clearly settled in the SLA between the parties as it is an important component of the defined culture of an organisation employing professional staff.

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ManagingDiversity

Professionals

WorkingTogether

Culturea Pillar toSupport

the Future

Culture

Diversity

Home language, education, gender, age, race, ethnicity etc differences need to be embodied within the culture which goes further than creating tolerance for the co-existence of cultural differences.

South Africa has a focus on cultural equality within workplaces where cultural differences are potentially sensitive. This said, embracing diversity:

creates a foundation that enables it to be a great strength for it equalises and promotes cross-cultural exchanges that result in knowledge sharing which has the potential to innovate within a spirit of ‘Ubuntu.’

Diversity is a strength however polarisation can create hostility when a group’s beliefs are in conflict with that of an individual or the strategy. The potential for conflict with strategy is addressed by having consensus on values. Individual conflict is resolved by establishing a dominant culture that supports diversity.

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ManagingSelf

Direction

Professionals

WorkingTogether

Culturea Pillar toSupport

the Future

Culture

Self Direction & Trust

Establishing roles and responsibilities, declaring and enhancing abilities, accountability etc

Self direction within professional practices is an established norm as is an autocratic ( the boss is right), hierarchical (always follow protocol), authoritarian ( focus on rules & discipline), individual (vs group) management style. Establishing “Self direction” as a management style has a huge impact upon the culture of an entity.

Self direction is not restricted to self management. It extends to planning for required inputs, the projection of output targets, reporting against volume & value targets, declaring abilities, asking for and accepting help, coaching ability within others, encouraging and performing peer views and teamwork in production and research.

X

Self direction requires trust.

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ManagingAttitude

Professionals

WorkingTogether

Culturea Pillar toSupport

the Future

Culture

Attitude - It’s My Job

It’s not my problem etc

•Success is dependent on the success of others and unity of purpose

•Hierarchy and a silo mentality creates a negative “can’t do” attitude versus a “this is how to do it” attitude

•Attitude is nurtured by culture

It’s not my job: A tale of woe!

There was an important job to be done and Everybody was asked to do it.

Everybody was sure that Somebody would do it.

Anybody could have done it, but Nobody did.

Somebody got angry because it was Everybody’s job.

Everybody knew that Anybody could do it, but Nobody realised that Somebody wouldn’t do it.

And Everybody blamed Somebody because Nobody did what Anybody could have done.

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ManagingThought

Professionals

WorkingTogether

Culturea Pillar toSupport

the Future

Culture

Attitude - What’s right not who!

The power of mobilising thought

•The power of moving from one to many people thinking is a massive innovation catalyst

•Freedom of thought does not license a lack of respect for position

•Position can license individual value and self-respect

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Managing

Mgt Style

Professionals

WorkingTogether

Culturea Pillar toSupport

the Future

Culture

No stripes leadership!

The power of mobilising thought

•In an Ubuntu-centred organisation leadership and management is the responsibility of all

•Leadership focus cascades dependent upon roles and responsibilities but is ever present

•Stripes invite respect and not silence

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