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In order to perform effectively, it
is vital for a leader, at any level, to understand the concept
of organizational culture, and to be able to correctly diagnose
the culture in which he works.
This is a real challenge, since it
is difficult to be immersed in a culture and still be able to
stand back and observe it.
Following are some guiding thoughts
for the exploration of culture.
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Culture is a very powerful
shared reality. Each member becomes a part of the culture
and views the world from that perspective. The managers in
a given culture are usually unable to see alternatives
because of the control that the culture exerts on their
perceptions and behavior. Staying aware of this problem
makes it possible to be a dispassionate observer while still
operating within the culture.
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Watch that you don’t
oversimplify. Many culture-watchers rely on the obvious,
such as artifacts and observable behavior. There are
helpful, but the true test of a culture is in the basic
assumptions of beliefs held by the leaders of the
organization. There are mostly unobservable and it takes
some real detective work to bring them to light.
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There are two kinds of beliefs:
Driving Beliefs and Daily Beliefs. Driving Beliefs are the
principles that top management applies. They are the
bedrock ones on which the company is built. In contrast to
Driving Beliefs, Daily Beliefs are day-to-day operational
choices that influence individual behavior on the job. They
are “how the game is played,” they way tasks are performed.
Driving Beliefs are principles for formulating strategy;
Daily Beliefs are the key to implementing strategy. In
analyzing culture, it is important not to get them confused.
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If a company does not have
enough stability or common history, it may not have a
defined, overarching culture. Frequent turnover of members
will also muddy a culture. This lack of a clear culture is
common in organizations that are reactive, those that muddle
along with no sense of direction or purpose, or in
organizations without clearly articulated objectives.
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When analyzing why things are
not going well, most managers will dig into financial
issues, equipment, marketing, impact of the business
environment, etc.—those items most commonly watched. The
aware manager will also examine the organizational culture
and its fit to current and long range goals.
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When seeking new employment, the
aware manager will choose a company where the Driving
Beliefs are a match for his own.
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Once the complexities of
organizational culture are understood, the manager has a
solid foundation for dealing with multi-cultural workforces,
domestically or globally.
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An executive is in a better
position to manage the culture and adapt to rapid change in
the environment when he has established an awareness of
culture in his team.
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Every manager at every level has
a part to play in culture formation and management. His
vision can be an inspiration and catalyst, whether it is for
a three person team in an accounting office or a for a 3,000
person manufacturing division. He can foster teamwork
within the larger culture, or he can manage a subculture of
his own design. With all the knowledge available about human
resources management, it is no longer acceptable for a
manager or executive to fly but the seat of his pants.
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Trimitra
Consultants regularly conducts training sessions on
topics related to Organization Culture.
For Further information, please contact:
Ms. Sisilia N Dachi
Trimitra Consultants
CBD Bintaro Jaya IX Blok G1
Jakarta 12330 - Indonesia
Phone: (+62-21) 745-2275, 745-1948
Fax: (+62-21) 745-2049
Email:
dachi@trimitra.com |
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