The cultural web The cultural web was devised by Gerry Johnson as part of his work to attempt to explain why firms often failed to adjust to environmental change as quickly as they needed to. He concluded that firms developed away of understanding their organisation - called a paradigm - and found it difficult to think and act outside this paradigm if it were particularly strong. The different elements of the cultural web It is concerned with the manifestations of culture in the organisation and has six inter-related elements. They can be the written or unwritten rules of the game within the organisation.
Corporate Governance Corporate accountability This section details Defence boards and committees and our corporate governance and management structure which streamline our decision making. Defence Business Model The simplified Defence Business Model [PDFKB] The Defence Governance framework is designed to ensure that the Department has clearly defined roles, responsibilities and accountabilities, as well as mechanisms, to manage and monitor progress and performance, and that Defence is accountable to the Government and legislation, with defined assurance and audit processes.
The Defence Committee is focused on the major capability and resource trade-offs and the Organisational strategic change accountability of the Secretary and the Chief of the Defence Force. Enterprise Business Committee The Enterprise Business Committee is a subordinate committee of the Defence Committee, and is responsible for ensuring the effective running of Defence.
Its remit includes corporate planning, performance monitoring and reporting, enterprise risk management, information management and service delivery reform.
Investment Committee The Investment Committee is a subordinate committee of the Defence Committee, focused on the future force and is responsible for bringing the future force and supporting enablers into being.
The Investment Committee reviews the investment portfolio for the estate, infrastructure and information and communication technology programmes, taking into account force requirements, all necessary enabling functions and full-life costs. It provides independent advice to the Secretary and the CDF on all aspects of Defence governance, including audit, assurance, financial management and risk management issues.
Gender Equality Advisory Board The Gender Equality Advisory Board is an advisory board that drives and shapes the strategic direction of the Secretary's and the CDF's gender equality priorities within the broader Defence cultural reform agenda. The Gender Equality Advisory Board considers the most significant gender equality issues applicable to the Defence workforce, and monitors whole-of-Defence performance on these matters.
Other governance structures Internal auditing Audit Branch provides independent and objective assurance to the Secretary and CDF, that financial and operational controls designed to manage the organisation's key risks and achieve Defence objectives are operating in an efficient, effective, economical and ethical manner.
The Branch also assists Defence senior managers in accomplishing outcomes through the evaluation and improvement of Defence the business performance.
The CDF may also appoint a COI into any other matter concerning the Defence Force, although this would only occur for the most serious or complex matters. COIs are intended to provide the CDF with accurate information as a basis for internal decision-making. Risk management Risk management is an essential element in the framework of good governance in Defence.
In earlya new enterprise risk system was implemented to ensure that Defence is systemically anticipating and managing material risks that threaten the whole of the Defence Organisation.
This approach is also intended to foster a culture of cross-functional communication across Group and Service boundaries.
Each enterprise risk is assigned to a Defence Committee member who acts as the risk steward for that risk. The risk steward is expected to manage the risk and ensure that critical controls for each risk are identified, actively monitored and that their status is reported to the Defence Committee.
The Defence Committee has now identified seven key enterprise risks and has begun the process of identifying the main risk controls. In addition to material enterprise risks, each Group and Services manages risks specific to the achievement of their assigned objectives.
They continue to manage these risks utilising a tailored approach that best reflects the unique context in which each operates. These are the foundation for our work and govern the way we relate to our stakeholders and to each other. Without diminishing the existing single-Service and Australian Public Service APS values, or their use, specific Defence values have been established to provide a common and unifying thread for all people working in Defence.
Professionalism striving for excellence in everything we do Loyalty commitment to each other and Defence Integrity doing what is right Courage the strength of character to honour our convictions moral courage and bravery in the face of personal harm physical courage Innovation actively looking for better ways of doing our business Teamwork working together with respect, trust and a sense of collective purpose.
Our accessibility and help page can provide you with options for viewing PDF files. If you are having difficulty accessing these PDF's please contact us through our online contact form.Strategic change is defined as “changes in the content of a firm's strategy as defined by its scope, resource deployments, competitive advantages, and synergy" [Hofer and Schendel ].
In simple form strategic change is away of changing the objectives and vision of the company in . A key function of the Management Committee is to determine the direction and scope of the organisation over the longer term.
This is usually reviewed on a 3 or 5 year basis through a process called strategic planning. Executive Summary. While sending the right signals to our followers is important at any time, it is especially important during times of strategic change. Strategic Management and Organisational Dynamics remains unique amongst strategic management textbooks by taking a refreshingly alternative look at the subject.
Drawing on the sciences of complexity as well as a broad range of social scientific literature, Stacey and Mowles challenge the conceptual orthodoxy of planned strategy, focusing instead on emergence and the predictable.
|Business Strategy||Internal analysis helps us understand the organizational capability which influence the evolution of successful strategies.|
|What is strategic change? definition and meaning - benjaminpohle.com||This overview of Strategic Questioning has been compiled from the Manual, and from notes taken by Crux during a workshop Peavey ran in Adelaide in Strategic Questioning offers essential tools for any change agent.|
|What is strategic change? definition and meaning - benjaminpohle.com||Organizational Growth Organizational change occurs when a company makes a transition from its current state to some desired future state.|
|What Happens When an Organization Changes Its Strategy? | benjaminpohle.com||Matrix management This organisational type assigns each worker two bosses in two different hierarchies. One hierarchy is "functional" and assures that each type of expert in the organisation is well-trained, and measured by a boss who is super-expert in the same field.|
There are a variety of legal types of organisations, including corporations, governments, non-governmental organisations, political organisations, international organisations, armed forces, charities, not-for-profit corporations, partnerships, cooperatives, and educational institutions..
A hybrid organisation is a body that operates in both the public sector and the private sector. Quarterly Organisational Reporting Template – KwaZulu‐Natal Department of Education‐Vote 5 3 Strategic Goal Strategic Objective Key Performance Area / Activity.