Assessing organizational culture is an essential step in developing strong HR strategies that support business objectives. But how do you measure something as difficult to describe as culture? After identifying key dimensions of culture such as values, hierarchical level, and direction of people and tasks, implementing these next steps helps companies assess culture: A strong culture is a common denominator among top performing companies. All have consensus at the top regarding cultural priorities, and these values do not focus on individuals, but on the organization and its goals. Leaders of successful companies live their culture every day and do everything they can to convey their cultural identity to employees and potential new employees. They are clear about their values and how those values define their organizations and determine how organizations operate. See What does it mean to be a values-based organization? There are many examples of companies with a clearly defined corporate culture. Alphabet Inc. (GOOGL), for example, is known for its employee-centric culture and focus on working in a creative and flexible environment, while Amazon (AMZN) is known for its relentless pursuit of customer service and operational efficiency. Often, national cultures play a role in determining the type of corporate culture that prevails in society. For example, Japanese companies are known to have very different corporate cultures than American or European companies.

In a role culture organization, individuals are assigned a specific role or task. They may have a job description that lists the duties for which they are responsible. Role culture allows large organizations to distribute tasks among their employees and ensure that key tasks are covered without unnecessary duplication. This is especially useful for specialist roles such as sales, marketing, project management, and legal compliance. Specialist roles are expected to increase productivity as employees perform tasks for which they are fully trained and experienced. However, a role culture may be inappropriate for organizations with a small number of employees, where everyone must take on a variety of tasks and responsibilities. In addition, it can be difficult for an organization to adapt to the role culture when its employees are controlled by strict systems and procedures. An organizational culture in which all individuals feel superior to the organization. Cooperation is extremely important in organizations with a culture of power. The culture of power is also called the Zeus culture, after the supreme god of ancient Greece. In a culture of power, the highest power also resides in a superior figure. Employees are loyal to the head of the company.

Due to the flat structure and start-up character of the organization, there are (still) few regulations and procedures. Results are more important than rules, checks and balances, or individual personal needs. Expertise and flexibility are at the center of concerns, coordination depends on the requirements of the task and / or project. For example, a high-quality deadline or end result. The customs, traditions, rituals, norms of behaviour, symbols and general practices of an organization are the visible manifestation of its culture. They are what you see when you enter the organization. The current organizational culture is usually due to factors that have worked well for the organization in the past. Learn how to create a culture of courtesy. Managers must be able to respond to the nuances of communication style and deal with the different expectations that employees have of their leaders in all national cultures.

If these expectations are not met, it can derail the global organization`s chances of success in some countries. Corporate cultures, whether intentionally shaped or organically developed, reach the core of a company`s ideology and practices, influencing every aspect of a business, from individual employee to customer to public image. Today`s awareness of corporate culture is more pronounced than ever. High-profile examples of alternative management strategies that significantly influence corporate culture include holacracy, which has been used by shoe company Zappos (AMZN), and agile management techniques used by music streaming company Spotify. While culture emerges naturally in most organizations, strong cultures often begin with a process called a “value plan,” which involves an open conversation with leaders across the organization. Once the culture is established, an organization can establish a values committee that has a direct link to leadership. This group ensures that the desired culture is alive and healthy. For the value plan to work, companies must first hire people who embody the values and have the expertise to do the job. The organization is entirely at the service of the people who work there. This refers to the knowledge and expertise of employees, preferably referred to as “members of the organization.” The number of employees in a personal culture is usually small. To create positive cross-cultural experiences and enable a more cohesive and productive corporate culture, companies often dedicate in-depth resources, including specialized training, to improving cross-cultural business interactions. Organizations that are entrepreneurial, accepting change and taking risks are seen as forward-looking.

Entrepreneurial businesses can have a short lifespan because they take risks, but they can also grow quickly if their innovative approach is successful. Entrepreneurial companies focus on profit and get the most out of their employees through a task culture approach. Alphabet (GOOGL), Google`s parent company, is known for its employee-friendly culture. It explicitly defines itself as unconventional and offers benefits such as telecommuting, flexible hours, tuition reimbursement, free lunches for staff and doctors on site. From its headquarters in Mountain View, California, the company offers on-site services such as oil changes, car washes, massages, fitness classes, and a hair salon. His culture has consistently helped him earn a top spot on Fortune magazine`s “100 Best Companies to Work For” list. According to Charles Handy and Roger Harrison, an organizational culture cannot be separated from other aspects of the organization. At the heart of corporate cultures are shared values. Nothing is right or wrong, but organizations need to decide which values to put forward. These shared values include: Each organization may have a mix of subcultures in addition to the dominant culture. Subcultures exist between groups or individuals who have their own rituals and traditions, which, while not shared by the rest of the organization, can deepen and emphasize the organization`s core values.

Subcultures can also cause serious problems. A retrograde culture does not welcome change and is guided by systems and procedures. They do not take risks and are therefore less adaptable. Bureaucratic cultural organizations are often hierarchical and are likely to pursue non-commercial objectives. Lack of risk-taking and flexibility can increase longevity, especially if the organization is a public service organization, but it can also be the reason why long-standing business enterprises suddenly come into administration. For a culture of power, control is the key, decisions are made by one or a small number of people. Cultures of power are usually found in small organizations or in a department belonging to a large organization. Indeed, it would be difficult to run a large organization where only a small number of people are authorized to make decisions. In a power culture organization, decisions can be made quickly because there is little consultation. However, a lack of consultation could prevent a company from using the skills and experience of its workforce.

It could even demotivate employees and have a high staff turnover rate. Ultimately, the success of a power culture enterprise depends on the strength of the decisions of its founders/decision-makers.