Nurturing A Positive Corporate Culture For Employee Well-being And Productivity – When culture is strong, they are felt. You may experience them when you travel to another region or country or join a group or organization. You can also get a sense of the culture when you enter a place where an organization is located or does business.
Countries and regions form the context for organizational culture (more on this in this study), professions have their own cultures, and every organization, regardless of size, type or industry, has a culture.
Nurturing A Positive Corporate Culture For Employee Well-being And Productivity
We will focus here on organizational culture. It’s a set of behaviors and beliefs that can instill pride and drive success, or exhaust people and destroy the soul of an organization.
Company Culture Is Everyone’s Responsibility
Vibrant, thriving cultures are characterized by high levels of commitment, open and honest communication, and intelligent risk-taking. Toxic cultures are filled with politics, mistrust and fear.
Investing in culture can seem like an investment in intangibles. However, research shows that there is a direct correlation between a healthy culture and organizational results.
While all organizations want a healthy culture, few organizations know exactly what that means. A concept may seem vague or vague; useful but difficult to compress. Perhaps the simplest definition of culture is the way things are done here. Or this: Culture is how people behave when no one is looking.
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Culture is behavior over time. It is also a set of values, norms, rituals, and practices that define what is important to an organization.
Culture is like an iceberg. Some aspects, such as behavior, rituals and artifacts, are easy to see. Others, like values and norms, are more difficult to recognize. Knowing all of these characteristics—both top-down and bottom-up—is important in shaping a culture that supports, rather than hinders, desired organizational outcomes. Edward T. Hall
One study found that companies that scored in the top quartile on a survey of organizational culture fared better than companies in the bottom quartile when measuring assets, sales growth, and market value.
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Managing culture is largely about behavior, especially interpersonal behavior, because the way we understand culture is based on our interactions with others who are part of it. By encouraging others, you can slowly build the culture you want.
Culture should be driven by design, not by convention. In other words, be intentional. Every organization has a culture; Nurturing and fostering the behaviors that make up an organization is important to maintaining the health of the organization and the health of the employees within it. Creating a vibrant culture that supports your business goals comes with several benefits.
An organization’s physical space greatly influences its culture. Indeed, all work experiences—and the behaviors they influence—occur in the workplace.
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The equation goes like this: Place shapes behavior, and behavior over time creates culture. Or, as Winston Churchill said, “We shape our buildings, and then our buildings shape us.” Place is the environment that receives culture, the stage where culture occurs. It sends a signal that the organization values and is never neutral; always sends a message about culture.
For example, a less open environment and a generous selection of informal meeting spaces can show that a company values collaboration. Or with cubicles inside private offices along windows can represent hierarchy issues. In another example, a work cafe and prominent open staircases may indicate that the organization values interaction and wants to encourage scheduled meetings.
A workplace can foster a sense of community, flexible work arrangements, technology-oriented values, a collegial climate, and experimentation and innovation—as the culture demands. As a contributor to culture—and, in fact, the most visible manifestation of culture—your physical space deserves priority.
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The role of behavior in influencing culture cannot be overstated. Simply put, managing culture means managing behavior. Changing the culture is often about defining the right behaviors that will lead to the desired results.
Organizations often focus on behavior change and neglect to develop a strategy that focuses only on results. The theory is that if you better explain and reinforce desired outcomes, people will do what they can to achieve those outcomes.
This rarely works. A better strategy is to view results as the culmination of a four-step pyramid. The Results Pyramid, first described in “Changing the Culture, Changing the Game” by Roger Connors and Tom Smith, begins with 1) experiences 2) beliefs 3) beliefs 3) 4) behaviors that lead to results.
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Building on a foundation of positive work experiences will ultimately encourage the kinds of behaviors that can shape the culture you want.
If the key to shaping culture lies in behavior change, some important behaviors are demonstrated through leadership. According to Rensis Likert, a thinker in organizational psychology: “Nothing changes until the behavior of leaders changes.” The reason for this is that the culture of the organization usually reflects the style of the leaders. Through their actions, leaders have the ability to model the behaviors and values necessary to support the culture they desire.
Employees look to leaders as a source of cultural cues because their behavior is visible and visible. Leaders’ scope of responsibility is usually greater, so more people see their style and attitude. In addition, because they are in a leadership position, people feel that the company values what they do. Hence, leaders play a key role in reflecting the culture and in sending informed or unintended messages about the key characteristics of the culture.
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For example, if your company insists that you value transparency, but leaders jealously guard information, you’ll never break down the silos. Or if you want to incorporate quick decision-making into your cultural profile, offers don’t have to stay on the leaderboard. Additionally, a leader who is always on fire sends a very different signal than one who exudes positivity.
People pay attention to stocks. If organizations regularly promote people who are good at playing politics—but not good at getting along with others—your cultural values will be strong and clear, no matter what you stand for. That’s not to say the new leadership offers a quick fix for a culture of struggle. Culture tends to change slowly, and there is always a lag between the arrival of new leadership and the successful implementation of a new leadership style.
Remember that organizations can have multiple subcultures: departments, business units, and teams that are not modeled after the company. Any deviations are largely due to different leadership styles. The strongest company culture means little if your line manager controls every decision. Conversely, a toxic organizational culture can be tolerated if your group or team thrives under exemplary leadership.
Aligning Compensation To Organizational Culture
Sometimes people conflate the concepts of culture and participation, and although they are certainly related, they are not synonymous. Culture is a collective experience and a way of doing things. Communication, on the other hand, reflects individual experience and the way people view their work.
Culture is related to behavior, values, norms and assumptions over time. In addition to strength, dedication and mastery, dedication is defined as energy, passion and pride. This is very important for business because when people feel empowered and empowered, they are willing to give their best and go the extra mile for their work and colleagues.
Another difference between culture and involvement has to do with the time horizon. Culture is more stable and enduring, while communication is more flexible and changes over time. Engagement metrics can be more snapshot and change from week to week or month to month. Finally, engagement is a result of culture. When the culture is positive, constructive and productive, engagement is a result.
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Like culture, engagement is about place. Studies have even shown a connection between the two. When people felt more satisfied with their jobs, they reported being more engaged, and when they had more choices about their work experiences, they were also more likely to be employed.
Part of the challenge of managing culture lies in the many variables at play and the different levers we can pull. Here are 10 tips to keep in mind when going for a productive crop.
1. Stand still. Culture is always evolving and never stops. Left alone, it will take on a life of its own and slowly become something you don’t want. Culture – and the behaviors that embody it – must be deliberately managed and never left to chance.
Organizational Culture: Managing Your Culture By Design Rather Than Default
2. Be open. Make sure the behaviors, values, and norms that define your culture are clear. Regularly reinforce them in communication, conversation and example. Every business unit, department, team and individual needs to know exactly what is expected.
3. Compare expectations with experience. Your work experience should reflect the desired culture. A mismatch between expectations and workplace experience will have a negative impact on morale. If an organization is perceived as a cool place to work with a lot of openness and innovation, new employees find it dark, dull, boring and bland, and they are disappointed. Conversely, they will be happy if the work experience meets or exceeds their expectations.
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