Organisational Culture Design

Organisational Culture: Part of the Living Entity:The design of organisational culture is an essential element to any organisation. The organisation is a living entity, so let´s look at it more like a living person. A previous article discussed organisational structure which is the body of the organisation and the mission and values provide the personality. Organisational culture is the conscious thought and decision making processes; this is because the culture will influence the decisions made and how everything works together.

Body, Personality, and Culture

It is important we get the body and personality right first, then we want to ensure culture is consistent with the personality of the organisation. Below are several recommendations that will do just this and help to develop a culture that allows the organisation to learn and grow. You can get additional information at click site.

Designing Organisational Culture

Align organisational and individual missions and objectives. Ask everyone for their personal mission and their objectives and then ask how that will enable the organisation to reach its mission and objectives. This helps to clarify their role I.e. it´s no longer just a job title, but they now have a purpose and they can see that as they move towards their own personal development they will also be benefitting the organisation too. Personal reviews can then utilise this as a means of evaluating performance I.e. if they have progressed towards their personal objectives and if so what impact this may have had on the organisation etc.

Be transparent. People do not like information being withheld, they suspect lies and secrecy and this is not a good foundation for a business to survive. All information should be open and accessible. It is true that other organisations may be able to poach one or two ideas and innovations even if employees are sworn to secrecy oaths; but if you are continually developing new innovations, you will become the pioneer of your market, leaving your competitors in the slow lane having to find ways to create me-too products. When an organisation is open, information is freely available, allowing employees to easily undertake tasks, log and track their and others´ performance, and carry-out any helpful research; all without having to go through several layers of firewalls.

Google is well known for something known as 20% time. It is where 20% of someone´s day or week is set aside for a project completely different from their typical activities. This allows employees to bring in additional skills that they may have and use it in a creative way for the organisation. Projects that are relevant and potentially fruitful for the organisation could then be explored further.

We could take this a step further and introduce personal development time. Designate a set amount of time per week to be dedicated to personal development. It does not have to be costly and take up a lot of time. Many training courses cost thousands and are often based on books which can be purchased for 1/100th of the cost. An employee could have a couple of hours set aside each week to read one of the latest books in his/her field – then write a review or critique on it, and even teach other people in the organisation the key principles of the book. Overtime, as these books accumulate, they could all be allocated in one open library for everyone to access.
Look-out for part 2 in this series of Organisational Culture Design, where we will show you how to: create a learning culture; how to get employees to bring relevant passions into the workplace; and modernise performance reviews through the use of crowds, big data and social media.

At RADICALPRENEUR we are passionate about business and success. Our findings are quickly changing the long held beliefs of what an organisation is and how it works. For example Dynamic Adaptive Organisations (DAO) are very different to typical businesses but follow the tried and tested models used by groups of animals and insects in nature.