Is your company immersed in an atmosphere of low morale? Do you struggle with poor efficiency and low quality production? Is your workforce demotivated? Is there high absenteeism? Does ineffective communication, lead to misunderstandings between you and your management team and on down to the workforce?
I have 30 years of experience of setting up management systems for small, medium and large organizations.
The organizations and the different levels of energy and the diverse personalities of the people who work there are fascinating. Each organization has its own culture as well as its own set of values, norms, beliefs and behaviors and these are reflected in its business structure and systems. It’s also worth noting that even when I implemented the same system with the same product type and processes in two different organizations, the end result is never precisely the same.
Why not? The answer is that it’s due to the unique existing organizational culture of the companies concerned. So, what is organizational culture?
Organizational culture is defined as being the sum total of the behavior of the individuals who collectively make up the business. It includes such characteristics as:
Organizational values, Visions, Norms, Working language, Systems, Symbols, Beliefs and Habits.
Although culture is not a tangible commodity, it is an extremely powerful element and one which shapes a company's work atmosphere, work relationships and work processes. These values, beliefs, underlying attitudes, assumptions and behaviors are normally unspoken or unwritten; however together they make the rules that direct the company.
When is the organization’s culture a problem? Organizational culture becomes an obstacle, when its reducing the successfulness of a company’s operations.
Such obstacles may occur when:
- Two companies merge with very disparate cultures.
- Sales are dropping and the organization needs to modify the culture in order to increase competitiveness.
- Goal-directed productivity is hindered by employees intervening in each other’s work instead of directing their energy towards manufacturing the product.
- The goals of the organization demand an external orientation of the members, but the organizational culture is characterized by an internal orientation.
- A new leader decides that the old ways are not working and thus suggests a new direction that requires new thinking, new behavior and new objectives.
- The organization faces negative publicity and needs to change the culture to restore their reputation.
Ten Rand Princess – corporate culture beyond the scorecard was written with precisely these issues in mind. Providing a fresh and unique insight from the perspective of the liaison between workforce and management, Gloria addresses the basics of corporate culture and takes you through the change process.
The 9 principles behind changing corporate culture:
- Assessment of the current culture.
- Setting core values.
- Forming support teams.
- Determining actual-target situations.
- Communicating change.
- Implementing, documenting and training for change.
- Empowering the workforce.
- Celebrating wins and validating people .
- Monitoring implementation and re-adjusting where required.
For more information on the book, click on any of the following links, 10RANDPRINCESS.COM , TENRANDPRINCESS.COM, GLORIAFREDERICKS.COM
Whether you are considering introducing some minor changes to a handful of processes or whether you’re making a complete organizational overhaul, Gloria and her team has the expertise to help you change your organization. Call now! gloria.fredericks@xpion.net or gloria.fredericks@xpion.net