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Research results
1 Linking managerial behaviours to sales
performance
Management Behaviour
Using client data where store managers with one of Australia’s leading
retailers had experienced the Human Synergistics' Life Styles Inventory
(LSI) feedback on two occasions, the researchers (Deakin University)
examined the relationship between individual store managers’ improvements in
management styles/behaviours and improvements in store performance. The
results showed that where individual managers developed more constructive
management styles, this was reflected in increased store sales, reduced
stock shrinkage and reduced staff turnover. In an economic analysis of ROI,
their data showed a 980% return from the training programme.
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research result 1
2 Impact of organisational culture on profit
performance
Organisational Culture
Based on actual client data, this study examined the relationship
between culture at the individual store level and shrink rate, a major
driver of profitability in the retail business. The cost of shrink – product
unaccounted for (usually stolen) – comes straight off the profit line and is
a major concern in any retail business. It is a real measure of how
effectively the business is being managed. This study showed a clear
relationship – comparing equivalent stores, with up to 300% variance on
shrink rate – those stores with the more constructive cultures had
significantly lower shrink rates than those stores with more defensive
cultures.
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2
3 Impact of organisational culture on sales
performance
Organisational Culture
This study examined the relationship between store culture and sales
performance in the retail industry. Using the Human Synergistics'
Organisational Culture Inventory (OCI) and measuring various performance
outcomes, this independent researcher devised a particularly robust model.
The significant result was the relationship between culture and performance
improvement. Whilst culture was not related to sales volume, it was related
to sales growth. Culture was also found to be related to several important
attitude factors, including propensity to work hard, teamwork, satisfaction
and internal assessment of customer service.
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3
4 Impact of managerial behaviours on risk
management
Management Behaviour
This study examined the impact of how managers deal with rules and
regulations on measurable business outcomes. In the banking industry,
compliance regulations at the branch level are essential, but how the
manager enforces these – either emphasising the rules and strict compliance
or emphasising initiative and thinking about the meaning of the rules –
seems to make a difference. This study showed that those managers who
managed through the Achievement Style and created a culture of ‘thinking’
outperformed (in terms of risk management and profitability) those who
managed through the Conventional Style and encouraged a culture of
conformity.
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4
5 Impact of organisational culture on product
quality
Organisational Culture
This study examined the relationship between organisational culture and
product quality in the manufacturing industry. Using the Human Synergistics'
Organisational Culture Inventory (OCI) and measuring quality outcomes such
as warranty claims cost and defect rates, the researcher found significant
relationships between culture and quality at the individual business level.
Those organisations with the more constructive cultures reported
significantly more effective quality outcomes whilst those with more
defensive cultures reported less effective quality outcomes.
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5
6 Building commitment through organisational
culture
Organisational Culture
Today, talent management is the key imperative, making employee
commitment more important than ever. Commitment takes many forms however and
it is essential that organisational strategies retain the right people for
the right reasons. This study examined the relationship between
organisational culture and the various forms of commitment. The results
showed that organisations with constructive cultures encouraged commitment
where people stay because they want to, and those organisations with more
defensive cultures encouraged people to stay because they functioned within
a ‘comfort zone’.
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6
7 Impact of organisational culture on newspaper
readership
Organisational Culture
Declining readership numbers raised important questions about how to
grow and develop the newspaper industry. Human Synergistics’ Organisational
Culture Inventory (OCI) and Organisational Effectiveness Inventory (OEI)
were commissioned as part of a nationwide Readership Institute study to
create a high performance culture. A large representative sample from the US
newspaper industry was surveyed to inform their business practice.
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research result 7
8 Impact of organisational culture on
organisational effectiveness - the fast food industry
Organisational Culture
Is there a link between organisational culture and organisational
effectiveness as measured by the Organisational Culture Inventory? Does
organisational culture impact upon financial performance and staff
satisfaction? Based on actual research results, this study demonstrates the
link between organisational culture (as measured by the OCI) and
effectiveness on the two key indicators of EBITDA (Earnings Before Interest
and Tax) and staff turnover. It suggests that stores can function
successfully without supporting constructive culture styles, but with the
support of constructive styles they are likely to increase the probability
of success.
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research result 8
9 Leadership In Finance - Leading is Caring for People and Results
Organisational Culture
Research shows that management behaviour in financial services is predominantly defensive and task focused as behaviours mainly focus
on "exhibiting power", "seeking approval", "competition" and "avoidance of risk and responsiblities".
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research result 9
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