Corporate culture influences feelings, thoughts, interactions and performance in organisations. PHOTO | FOTOSEARCH
Summary
- Organisational culture broadly means a plethora of paradigms, assumptions, and norms expected within an entity.
- Organisational culture proves integral to corporate success since it influences the feelings, thoughts, interactions, and performance in organisations.
- Social scientists link a healthy organisational culture to such important corporate outcomes as better individual job performance by employees, stronger entity profits, higher employee job satisfaction, commitment to the organisation, less staff isolation and withdrawal, and lower staff turnover.
Enter into any management seminar or
leadership forum and invariably the term organisational culture likely
pops up. Organisational culture stands as an often amorphous
misunderstood buzzword upon which to heap blame or praise for
organisational achievements. However, not many management resources
actually detail scientific components of organisational culture upon
which to build a highly functional organisation.
Organisational
culture broadly means a plethora of paradigms, assumptions, and norms
expected within an entity. Organisational culture proves integral to
corporate success since it influences the feelings, thoughts,
interactions, and performance in organisations. Social scientists link a
healthy organisational culture to such important corporate outcomes as
better individual job performance by employees, stronger entity profits,
higher employee job satisfaction, commitment to the organisation, less
staff isolation and withdrawal, and lower staff turnover.
Therefore,
Business Talk undertakes a weeks-long series to delve into building and
maintaining powerful cultures within Kenya’s companies. Starting off,
Turkish researcher Seçil Tastan highlights four critical aspects of
organisational culture: training and development, teamwork, rewards and
recognition, and communication.
Researchers Zahariah
Zain, Razanita Ishak, and Erlane Ghani in Malaysia developed a tool for
employees to judge the strength of their organisation’s culture. So
now, please take a few moments and rate the following aspects of the
four organisational culture constructs in your institution. Ascertain
whether you 1 (strongly disagree), 2 (disagree), 3 (neither agree nor
disagree), 4 (agree), or 5 (strongly agree) that a respective area
represents a strong area within your firm.
Please
rate the first section that covers training and development with six
aspects as follows: employees are encouraged to pursue or accept
education and training within the entity. Resource for employee
education and training is available within the firm. Employee training
incorporates quality management tools. Employee opportunities for
training allow adequate time spent in training sessions.
Management
shows a real concern for staff career development. Specific skills
that employees need to do their jobs well are included in training.
Now, add your six ratings and add them together to make a training and
development score and then divide by six.
Job participation
Secondly, let us delve into teamwork by answering the
following eight areas: work within your department is appointed around
groups. Cliques in the company look after everyone, not just
themselves. Job participation is strong.
Interpersonal
co-operation is strong. Employees are comfortable to work in teams
rather than just individually. Decisions in the office are based on
consensus. Cooperation exists within departments. Employees freely share
ideas at work. Then add your ratings of these eight items and divide by
eight.
In the third section, please answer the
following that includes reward and recognition with eight aspects:
rewards and recognition received in the firm are based on employee work
quality. The compensation system fosters both team and individual
contribution. The organisation is equitable in how it hires,
compensates, promotes, and recognises employees.
The
entity emphasises performance-related rewards. Work conditions recognise
worker efforts to improve quality. Staff suggestions are appropriately
rewarded and recognised. Innovative employees receive rewards and
recognition. Rewards and recognition are clearly communicated to staff.
Next, add your eight ratings and add them together to make a reward
and recognition score and then divide by eight.
Fourth
and final, please answer communication that covers the following eight
items: the organisation values open communication. Communication
sharing readily happens in the company. Freedom of speech is respected.
Communication strategy
An
internal communication strategy is readily available within the firm.
The company actively utilises communication as a tool to shape corporate
culture. The organisation communicates effectively.
Management consistently provides feedback to and among teams. The entity strives to continuously improve communication between leaders and workers. Please now add your eight ratings, combine them, and then divide by eight.
Management consistently provides feedback to and among teams. The entity strives to continuously improve communication between leaders and workers. Please now add your eight ratings, combine them, and then divide by eight.
You should now have four different averaged
category ratings falling between one and five for training and
development, teamwork, rewards and recognition, and communication.
Which of the four categories was strongest at your place of work? Which
proved the weakest in this rating? If you scored your entity above an
average of four in any of the four categories, then you work for a firm
with a strong valuable organisational culture.
On the
other hand, if you scored an average below three in any of the four
categories, then you subside in a job with an unhelpful organisational
culture permeating your work enjoyment and success.
Concerned about your own performance as a result of organisational culture? Among the above four categories, communication proves the most effective organisational culture tool that leads to better job performance. Rewards and recognition hold the least impact.
Concerned about your own performance as a result of organisational culture? Among the above four categories, communication proves the most effective organisational culture tool that leads to better job performance. Rewards and recognition hold the least impact.
Scott may be reached on scott@ScottProfessor.com or on Twitter: @ScottProfessor.
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