A GOOD ORGANIZATIONAL CULTURE REINFORCES .....

A Good Organizational Culture Reinforces the Values that We want and Weakens the attitudes that we don't want.

An organization is only as good as its people. Bright people have more options than ever before and good pay is no longer  enough to hold the best. To grow and even survive, we must develop an organizational culture that attracts, inspires, retains and develops people.

                         
Every organization has a distinctive culture. A good culture reinforces the values and behaviors that we want, and weakens the attitudes and actions that we don't want. A weak culture, of course gives little guidance or directions to the team, giving way to all sorts of inappropriate actions and behaviors. The following ideas can be used to build a stronger and more attractive organizational culture.

VISION, MISSION AND VALUES:

We must write down our vision, mission, and core values clearly. Often, we tend to ignore and forget these important statements. We must incorporate these key statements into our recruitment and development schemes, and methods of appraisal, recognition, and rewards. Each and every member of the organization must be able to explain our vision, mission, and values on their own. If they can do this, it means that we have been able to harness the power of their alignment and understanding. If not, our team will drift without a clear course, or might be rowing hard, but in divergent and conflicting directions.

              

STAFF RECRUITMENT

We must invest enough energy in selecting staff who are really aligned with our vision, mission, and values. We must give them sufficient time to get know about the organization, before they sign as the members of the team. We must be able to screen the prospective people with powerful profiling tools to get the best talent from the market.

          

STAFF ORIENTATION:

We must be in a position to help our staff to settle in for long and productive careers. We must never be in a hurry to get new hires on line and operations in the shortest possible time. Research has proved beyond doubt that employees who get thorough and thoughtful orientations will stay longer and contribute more throughout their careers.

             

TRAINING AND DEVELOPMENTAL PROGRAMS:

It is indeed good and prudent to invest in staff training and developmental programs. Many organizations engage in a wide range of trainers and programs, making little effort to ensure a smooth and beneficial integration. The trainers appointed must be able to clearly explain the details about the organization and describe the major challenges and issues the organization is beset with.

               

ANNUAL APPRAISALS:

If we are looking for a service driven organization, there must be quality service in our appraisals. To have a creative mind-set, we must start assessing our staff on the range, depth, and volume of their ideas. If we want an open culture, our appraisals must be done in an open format. Our appraisal system must recognize and reinforce what we want our organization to be in the future.
 

             

REWARDS AND RECOGNITION

 Not all rewards need be monetary. They could be public, private, formal, informal, planned, unexpected, elegant, simple and unique. The most motivating rewards may be public celebrations and actions that must exemplify our organization's highest values. This will definitely motivate people and makes them become legends, heroes, and role models of the organization. Their deeds are told and retold for years to come. People generally thrive on appreciation, recognition, and rewards.

                                

SOCIAL EVENTS:

Too many social gatherings are expensive undertakings that provide an outlet for stress, but do too little to enhance communication or commitment to business. It need be this way. Memorable social events can deliver enjoyment for the staff and build enthusiasm for our organizational goals, achievements and values.

         

FEED BACK:

Managers must be given feed back and suggestions for improvement from staff. We must seek and follow widely respected and frequently used suggestion schemes. In order to make our programs more than just a box in the wall, requires rapid response from the management, immediate implementation of good ideas, and generous recognition of contributions.

             

INTERACTIONS:

We must ensure that abundant opportunities are given to one and all to interact. This will ensure better coordination, which in turn will lead to better team spirit. We must schedule frequent team meetings and provide opportunities to staff members to speak without fear of reprisal or retribution.

            

RITES AND RITUALS:

We must evolve a strong work culture that revolves round on rites and rituals that are memorable and unique. successful sales are reasons for public celebrations.

                  

INTERNAL COMMUNICATION:

We must ensure that all communication from the Head Office is devoid of any dry, boring, and official information.

             

EXTERNAL COMMUNICATION:

The way we communicate with the outside world reflects back on our staff. The most powerful action for building the culture rests with the management members. We must set ourselves as outstanding example to others.

                       

A senior Japanese executive was visiting one of the company's overseas manufacturing units. As he walked along the neat factory floor, he saw a small scrap of paper just below one of the machines. To his subordinates shock and amazement, he detoured from the carefully prepared route and stopped to pick up the paper. Placing it quietly into his pocket, he returned to the designated path.This one gesture did more to reinforce the company's commitment to house keeping than countless booklets and banners.

               

We must make our culture to nourish talent and not discourage or destroy the inherent talent in all human beings. Organizational culture be like water. It can both flow strongly, and steadily, refreshing the team, and carry them forward, or it can sit festering, and stagnant, gradually poisoning those around it. It can be both fertile and rich, irrigating growth, and stimulating new ideas, or can be destructive and narrow, crushing upon any signs of change. Resignations, absenteeism, and destructive gossips are the just symptoms. The real source is weak morale, low motivation, and a suffering organization culture. We must initiate actions and build our organization into nourishing people stimulate ideas and motivate everyone towards giving their best.