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    Posted August 23, 2014 by
    Mytilene
    Location
    Southampton

    Organisational Culture

     
    Organisational Culture


    Every organisation has its own system and ways through which work is performed. Even when that combination produces positive outcomes, it is important to understand why things are done in a particular way. The answer simply lies on organisational culture.
    Like in our homes where we create a method of doing things, even though it might not work well and cause more problems than solve solutions, organisations face the same issue but in a larger scale.

    People have different perceptions of life and the trend is to make things suit our needs rather the needs of the organisation. Organisational rules and procedures are always implemented to define the means by which tasks must be undertaken and the norms to follow. At this point, it starts to create a bubble of issues. Some staff members might disagree with policies, procedures and actions plans implemented, while others take the opportunity to look for a promotion or merely abide to the rules.

    I remember years ago when I worked in an organisation where most people complained about nearly everything, except for the fact that they could eat and drink as much as they wanted. In fact, most staff members always held something in their hands – a cup of tea or coffee !!

    The management was a failure and I saw three managers in a year. Quite a lot considering that other branches were doing okay. The last standing manager had an arduous task which was to change the modus operandi and enhance productivity. Recalling her lack of managerial skills, I remember overhearing her on the telephone with her husband asking for advice on various topics.

    The management lack of expertise can cause a cascade of issues. In that case, work absenteeism was common. There were times when staff would make arrangement between themselves to boycott the work. There was a denial in accepting the new management approach to the organisation. Very few people believed she was an asset needed in that particular organisation.

    That chain of events lead to poor stuff turnover, an increase in staff sickness and poor work performance.
    Successful management involves the use of interpersonal skills and the ability to negotiate key aspects of the change they aim at implementing before leading any change.

    Managers cannot manage without people. People need managers to guide them through a specific journey. That co-operation must be harmonious or at least dealt with diplomacy. The ultimate beneficiaries are the organisation as a whole.

    Author: Mytilene Amado
    CEO at IECE Consulting Ltd and Public Speaker

    For more information visit: www.iece-consulting.co.uk
    Or email: info@iece-consulting.co.uk
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