"8.2 Anforderungen an Produkte und Dienstleistungen" is not in the list (1 Scope, 2 Normative references, 3 Terms and definitions, 4 Context of the organization, 4.1 Understanding the organization and its context, 4.2 Understanding the needs and expectations of interested parties, 4.3 Determining the scope of the quality management system, 4.4 Quality management system and its processes, 5 Leadership, 5.1 Leadership and commitment, ...) of allowed values for the "ISO9001" property.
[[IMS:| Overview]]
Document control
| Document type: | Prozessbeschreibung |
|---|---|
| Document number: | P-M-1 |
| Process owner: | Benutzer:Mpruefling |
| Scope: | |
| Affected roles: |
| Valid: | Not valid
|
|---|---|
| Approval: | not approved |
| Page status: | First draft |
Purpose / goals
The goal of this process is to establish, maintain, and further develop a corporate culture that is consistent with the organization's strategic goals, values, and self-image.
Purpose:
- Promote employee identification, motivation, and cohesion
- Create a positive work environment that fosters performance, trust, and innovation
- Ensure consistent behavior and decision-making in line with corporate values
- Support change processes, leadership development, and employer branding
Process steps
| Step | Description |
|---|---|
| 1. Analysis of the existing culture | Collection through interviews, surveys, workshops, or cultural diagnoses. |
| 2. Definition of the target culture | Determination of guiding values, behavioral principles, and cultural target images. |
| 3. Communication and Embedding | Communication of culture through internal communications, managers, onboarding, etc. |
| 4. Integration into HR processes | Linking with recruiting, performance appraisals, feedback systems, and continuing education. |
| 5. Leading the way through managers | Managers as culture carriers – training, coaching, and role models. |
| 6. Culture-promoting measures | Rituals, events, storytelling, recognition systems, internal platforms. |
| 7. Monitoring and feedback | Regular culture measurement, e.g., via pulse surveys, culture barometers, or retrospectives. |
| 8. Adaptation and further development | Iterative adaptation of culture measures based on feedback and company development. |
Performance indicators
- Employee satisfaction (e.g., via eNPS or engagement scores)
- Turnover rate and reasons for resignation
- Culture fit for new hires
- Feedback rate and participation in cultural measures
- Perception of corporate values (e.g., in internal surveys)
- Leadership commitment to cultural development
Risks
- Cultural contradictions between communicated values and lived reality
- Top-down approach without participation → low acceptance
- Unclear or overly abstract values → lack of orientation
- Leaders who do not exemplify culture → loss of trust
- Lack of integration into processes → culture remains a "nice to have"
- Ignoring subcultures → Fragmentation and Conflict
