Rodolofo,
It is much easier and often more productive to measure process results.
Start with, What is important to the success of the organization. and What
is important to the customer.
Once that is known translate that into results that are important to the
customer such as
Time in the canal
Time waiting
Number of ships in the queue
Time to process the papers and answer questions
Down time for repair
Frequency of downtime
Cause for delay
Causes for downtime
I do not know of course what is important other success of a canal but you
people do. Measure and act on those results and then you will necessarily
have to listen to people and that impacts culture. You will also learn
what the culture is as well as what management has made important to the
culture.
If the focus is on the way work is done it can be a very position thing.
If the focus is on who did it can be very negative.
ET
At 12:02 AM 9/5/98 -0700, you wrote:
>I am writing from Panama, Republic of Panama. I am interested in doing
>some work on the Organizational Culture of the Panama Canal Organization.
>I need some help on determining variables that could be used to measure
>organizational culture. Any ideas?
>
>Rodolfo Lammie
Eugene Taurman
interLinx Consulting
414-242-3345
Fax 242-0137
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