Creating A Successful Organisational Culture

Organizational culture can be defined as a collection of behaviours that are developed, used, and sought after by members in that organizational group. These behaviours are based upon a set of shared notions and views that are associated with a way of life. Often times, these notions and views are not formally shared, but communicated through “unofficial” or “informal” behaviour and communiqués of official or unofficial opinion leaders in the organization.Image result for workplace culture?
What this essentially means, is that an organizational culture is the result of how the majority of the members in an organization act. How the majority acts is more often not influenced by the official managers, but by dominant group members who may not be in managerial roles. The mediocre, but strong-willed salesperson who has been around for ten years often has greater influence on the members of the sales department than the more qualified sales manager who has recently come onboard.You may want to check out culturecodex for more.

Therefore, in order to develop the successful organizational culture that you desire for your company, I will take you through the process of modifying, encouraging, and discouraging certain types of behavior.
But first let us look at some of the common characteristics of companies with successful organizational cultures:
• Leaders not only lead but are constantly teaching others to be leaders.
• Key managers and leaders display a positive attitude even during difficulties.
• Everyone at all levels of the organization is very aware of the organization’s policies, procedures, rules, mission, vision and strategic goals.
• The organization values the opinions of all its group members.
• All group members believe that they are vital and indispensable members of something that is bigger than they are.
• Organizational problems are solved through and with representative groups.
• Improvement is acknowledged continuously, but
• Improvement is never viewed as a completed task; rather it is seen as a continual business process.
• Innovation and creativity is an integral philosophy that permeates all thinking and behavior.
• Developing interdependency and recognizing such relationships is valued at all levels in the organization.
• All team members are publicly recognized for their achievements.
• Feedback is welcome and encouraged in all directions.
• All managers and leaders are visible and available.

• Resource utilization planning is ongoing and not just an annual talking point or task.
• Incorporating new or modifying existing processes happens constantly.
• A new or modified process has a goal that is tangible, practical, and achievable.
• Organizational potential is recognized and organizational performance is measured. The gap between is shrinking.
• When performance equals potential, new ways to increase potential are sought.
• Overall team performance is evaluated by team members. Non-performing members are coached or removed from the team.
• Managers are coaches; they help to get tasks done but are not the reason for doing the tasks.
• Job satisfaction is high and morale is high.
• Team members desire to see that the organization’s objectives are met and are committed to the group’s success.