eBusiness Weekly
Arthur Marara
There is no doubt that culture is important in an organisation. It drives or ruins it. When aligned with strategy and leadership, a strong culture drives positive organisational outcomes.
How do you actually get to understand the culture of an organisation? We have already admitted that corporate culture is important. This is the question that we need to deal with this particular week. We shall also look at the various types of culture you can find in organisations.
There are two important dimensions that need to be understood when it comes to understanding corporate culture; people interactions and response to change.
These two apply regardless of organisation type, size, industry, or even geography. These dimensions can be traced to Kim Cameron, Robert Quinn, and Robert Ernest are among the researchers who have employed similar dimensions in their culture frameworks.
People interactions
People interactions are very important in an organisation. The organisation’s orientation toward people interactions and coordination can range from highly independent to highly interdependent. In Cultures that lean toward highly independent the focus is on autonomy, individual action, and competition. In highly interdependent cultures, there is greater emphasis on integration, managing relationships, and coordinating group effort.
There is great collaboration or people who work in this culture, as there is a tendency to see success through the lens of the group.
Response to change
There are cultures that emphasise stability — prioritising consistency, predictability, and maintenance of the status quo. On the other hand, others emphasise flexibility, adaptability, and receptiveness to change.
Cultures that favour stability tend to follow rules, use control structures such as seniority-based staffing, reinforce hierarchy, and strive for efficiency.
Those that favour flexibility tend to prioritise innovation, openness, diversity, and a longer-term orientation.
Researchers Boris Groysberg, Jeremiah Lee, and others found that there are eight culture that can be found in most organisations.
Caring
This focuses on relationships and mutual trust. In these cultures, work environments are warm, collaborative, and welcoming places where people help and support one another.
Employees are united by loyalty. Leaders emphasise sincerity, teamwork, and positive relationships. Bob Iger, Former Disney CEO, “It is incredibly important to be open and accessible and treat people fairly and look them in the eye and tell them what is on your mind.” How caring is the culture in your organisation?
Purpose
This is exemplified by idealism and altruism. In this culture, work environments are tolerant, and compassionate.
People also try to do good for the long-term future of the world. Employees are united by a focus on sustainability and global communities; leaders emphasize shared ideals and contributing to a greater cause.
John Mackey, founder and CEO of Whole Foods once remarked, “Most of the greatest companies in the world also have great purposes….Having a deeper, more transcendent purpose is highly energizing for all of the various interdependent stakeholders.”
Learning
Where there is a culture of learning, there is emphasis on exploration, expansiveness, and creativity. Work environments are inventive and open-minded places where people spark new ideas and explore alternatives.
Employees are united by curiosity. The role of the leader in such a culture is to actually nurture curiosity amongst the team members. Leaders emphasise innovation, knowledge, and adventure under this head.
— Elon Musk, Tesla co-founder and CEO once remarked, that “I’m interested in things that change the world or that affect the future and wondrous new technology where you see it and you’re like ‘Wow, how did that even happen?’” This epitomises the culture of learning.
Enjoyment
Do your employees actually look forward to coming to work. In culture of excitement there is fun and excitement. Work environments are light-hearted places where people tend to do what makes them happy. Employees are united by playfulness and stimulation.
Leaders in such a culture also emphasize spontaneity and a sense of humour.
Results
This culture is characterised by achievement and winning. The focus is on results. Work environments are outcome-oriented and merit-based places where people aspire to achieve top performance.
Employees are united by a drive for capability and success; leaders emphasize goal accomplishment.
Authority
In such cultures there is focus on strength, decisiveness, and boldness. The work environments are competitive places where people strive to gain personal advantage.
Employees are united by strong control; leaders emphasise confidence and dominance.
Huawei CEO Ren Zhengfei remarked, “We have a ‘wolf’ spirit in our company. In the battle with lions, wolves have terrifying abilities. With a strong desire to win and no fear of losing, they stick to the goal firmly, making the lions exhausted in every possible way.”
Safety
This is defined by planning, caution, and preparedness. Work environments are predictable places where people are risk-conscious and think things through carefully.
Employees are united by a desire to feel protected and anticipate change. Leaders emphasise being realistic and planning ahead.
Inga Beale, CEO Lloyd’s of London once remarked on safety that, “To protect themselves, businesses should spend time understanding what specific threats they may be exposed to and speak to experts who can help.”
Order
This focuses on respect, structure, and shared norms. Work environments are methodical places where people tend to play by the rules and want to fit in. Employees are united by cooperation. Leaders emphasize shared procedures and time-honoured customs.
Every culture has its advantages and disadvantages, but what will come out from an interrogation of all of these cultures, there is no style that is inherently better than another.
The role of the leader is to define the culture they want to cultivate in the organisation, and that best helps the organisation achieve its corporate goals. Culture is dynamic.
You also need to be careful before borrowing culture, that what worked in the past may no longer work in the future, and what worked for one company may not work for another.
This means you need to have thorough understanding of your context and conditions.
To be continued . . .
Join me on Star FM on Wednesdays (09:40am-10:00am) for some moments of inspiration on the Breeze with V Candy.
Arthur Marara is a corporate law attorney, keynote speaker, corporate and personal branding speaker commanding the stage with his delightful humour, raw energy, and wealth of life experiences.
He is a financial wellness expert and is passionate about addressing the issues of wellness, strategy and personal and professional development. Arthur is the author of “Toys for Adults” a thought provoking book on entrepreneurship, and “No one is Coming” a book that seeks to equip leaders to take charge. Send your feedback to [email protected] or Visit his website www.arthurmarara.com or contact him on WhatsApp: wa.me//263780055152 or call +263772467255.
