Organizational Culture

 

A successful organisation must have a culture that is founded on a set of deeply held and broadly shared ideas that is backed by strategy and structure. Three things happen when an organization's culture is strong: Employees understand how top management expects them to respond in any situation, they believe the expected answer is the correct one, and they understand that expressing the organization's values will result in rewards.

The values, expectations, and practises that govern and inform the activities of all team members make up organisational culture. Consider it a collection of characteristics that define your organisation. A great corporate culture displays good features that lead to increased performance, whereas a dysfunctional company culture elicits characteristics that can stymie even the most successful businesses.

IMPORTANCE OF CULTURE

Your company's culture influences everything from punctuality and tone to contract terms and employee benefits. Employees are more likely to feel comfortable, supported, and valued when the workplace culture matches their needs. Companies that place a significant emphasis on culture can weather challenging times and changes in the business environment.

When it comes to attracting talent and exceeding the competition, culture is crucial. Almost half of employees would quit their current job for a lower-paying chance at a firm with a superior culture, according to 77 percent of workers who examine a company's culture before applying.

Employee satisfaction is influenced by an organization's culture, which is one of the key reasons why nearly two-thirds (65%) of employees stay in their jobs.

Take, for example, Microsoft and Salesforce. Both technological businesses are world-class performers and well-known brands, thanks in part to their emphasis on culture. Satya Nadella, who took over as CEO of Microsoft in 2014, has successfully altered Microsoft, which was once known for its fierce competition under Steve Balmer. He began a programme to improve the corporate culture, a process that shifted the emphasis away from competition and toward continual learning. Employees were urged to develop themselves rather than prove themselves. Microsoft's market cap is already approaching $1 trillion, and it is once again contending with Apple and Amazon as one of the world's most valuable firms.

QUALITIES OF A GREAT ORGANISATION CULTURE

Every company has its own culture, and it's critical to preserve what makes yours stand out. High-performing firms' cultures, on the other hand, regularly reflect key attributes that you should strive to cultivate:

• Alignment occurs when the company's goals and employees' motivations are aligned. Exceptional companies strive to maintain constant alignment with their vision, mission, and objectives.

• Public kudos, a thank-you card, or a promotion are all examples of appreciation. A culture of gratitude exists when all team members constantly acknowledge and appreciate others for their contributions.

• An organization's trustworthiness is critical. Team members may express themselves and know that others will support them when they try something new in a trusting environment.

Great firms cultivate a business-oriented culture, thus performance is crucial. Talented employees in these companies encourage one another to succeed, resulting in increased profitability and production, as shown above.

• In highly dynamic environments where change is constant, resilience is a critical attribute. Leaders will learn to anticipate and adapt to change in a resilient culture.

• Teamwork entails collaboration, communication, and mutual respect among teammates. Employees will get more done and be happier while doing it if everyone on the team encourages each other.

When teams rely on one other to make decisions, evaluate findings, and build partnerships, integrity, like trust, is critical. This facet of society relies heavily on honesty and transparency.

• Organizations that innovate make the most of their available technologies, resources, and markets. A culture of innovation means that you think creatively about all parts of your company, including your own cultural efforts.

• Employees require psychological safety in order to take risks and provide honest feedback. Managers must take the lead in creating a safe atmosphere where everyone feels comfortable contributing. Let's talk about how to create a fantastic culture in your company now that you know what one looks like.

SUSTAINIG CULTURE

The identification of organisational culture qualities or "artefacts" is the first step in managing organisational culture. The essential business activities, procedures, and ideologies that characterise how an organisation conducts business on a daily basis are known as artefacts.

To begin managing culture, identify these characteristics and assess their value in light of current corporate objectives. Three basic concepts can be used to determine cultural characteristics:

Social behaviour. This relates to the roles and obligations of group members. It is the study of social class divisions and power distribution in any group.

Culture of things. This entails looking at everything that members of a group create or achieve, as well as how they collaborate and support one another in exchanging necessary commodi

ties and services.

Culture of ideology. This is linked to a group's core values, beliefs, and ideals—what members regard as essential. It encompasses the emotional and cognitive rules that regulate people's daily lives and interactions.