Features
- Analysing and understanding the complex process of a culture audit in a changing environment
Target audiences
- Internal auditors
- Audit Committees
- Risk managers
- Human resource specialists
A cultural audit is the process where we describe all the aspects of a particular organisational culture. NSA has developed and refined a comprehensive framework that gives us all the insight we need and at the same time gives our client a clear view of what their corporate culture looks like. Our cultural audit process is often used when a company or a municipality needs a turn-around where we want to identify the cultural strengths and weaknesses of the organisation.
Culture clashes result in internal confusion and in-fighting often characterised by unfamiliar ways of doing and talking about things. These, in turn, result in huge inefficiencies, loss of momentum and increased internal focus at the same time that the entity needs absolute ringing clarity on purpose, plan and action with strong external focus.
Our approach includes:
- A framework describing, assessing and compare human behaviour in an organisation
- A way to identify and evaluate cultural risks and opportunities in an organisation
- A leadership tool that can facilitate an acceleration in organisational performance
- A valuable tool when prioritizing the tasks in a change process
The elements of the Cultural Audit Process
This course will cover the following elements:
Basic elements:
- Leadership style
- Problem-solving Paradigm
- Organisational Practices
- Informal vs. formal management structure
- Leadership/Management practices
- Supervisory practices
- Communication style
- Performance management
- Ethical transparent leadership
- Physical environment
- Perceptions and Expectations
- Cultural indicators and artefacts
Audit objectives for a culture audit
- Identification of the champions, the objectives, the relative importance and capacity
- COSO framework
- KING IV
Qualitative methodology:
- Interviews
- Focus Groups
- Workplace observations
- Documentation review
Quantitative methods:
- CEO/Executive interviews
- Workplace observations
- Organizational Effectiveness assessment
- CDD Survey to a sample of all employee groups
Assessment and evaluation
- Corporate Culture standards
- Benchmarking
- Gap analysis
Reporting on corporate culture
- Change management process
- Specification of cultural patterns and differences in the different sub-cultures.
- Prediction, specification and prioritisation of cultural friction points and their impact on the effectiveness.
- Specific recommendations on ways to avoid and/or minimise cultural friction
- Recommendations on organisational adjustments in order to minimise cultural friction.
- Road map for the implementation of recommendations.
Presenters
Course Features
- Lectures 15
- Quizzes 0
- Duration 10 weeks
- Skill level All levels
- Language English
- Students 48
- Certificate No
- Assessments Yes