Pragmatic Culture: In a pragmatic culture, more emphasis is placed on the clients and the external parties. Customer satisfaction is the main motive of the employees in a pragmatic culture. Such organizations treat their clients as Gods and do not follow any set rules. Every employee strives hard to satisfy his clients to expect maximum business from their side.
Academy Culture: Organizations following academy culture hire skilled individuals. The roles and responsibilities are delegated according to the back ground, educational qualification and work experience of the employees. Organizations following academy culture are very particular about training the existing employees. They ensure that various training programmes are being conducted at the workplace to hone the skills of the employees.
The management makes sincere efforts to upgrade the knowledge of the employees to improve their professional competence. The employees in an academy culture stick to the organization for a longer duration and also grow within it. Educational institutions, universities, hospitals practice such a culture. Some are well suited to rapid and repeated change, others to slow incremental development of the institution.
For example, Quinn and Cameron associate the lower two cultures Hierarchy and Market with a principal focus on stability and the upper two Clan and Adhocracy with flexibility and adaptability. A Hierarchy culture based on control will lead mainly to incremental change, while a focus on Adhocracy will more typically lead to breakthrough change. The right culture will be one that closely fits the direction and strategy of a particular organization as it confronts its own issues and the challenges of a particular time.
However, it may hinder them from being innovative, agile, and responsive to sudden changes in their markets and industries. The first step to establishing a hierarchy culture is to button up your processes. If the chain of command has some gaps, fill them. Consider every team and department to ensure they have clear long- and short-term goals. Market culture is all about profit margins and staying ahead of the competition.
It is results-oriented with a strong external focus to ensure customers are satisfied. Examples of companies driven by a market culture are Tesla, Amazon, and General Electric. Innovation is critical to the success of these organizations, so there is a constant demand to be more creative and get new or improved products to the market before their competitors. While this type of culture may secure the longevity of the business, employees often burn out from the high expectations and constant demand to produce.
There may also be less emphasis on the employee experience or employee satisfaction. Therefore, start by evaluating each position within your organization. Calculate the ROI of every role and ascribe reasonable benchmarks for production.
Consider rewarding top performers to encourage similar work. Cultures can be dissected and described in more granular ways. The reason is that each organization is uniquely shaped by its vision, mission, and leadership.
Groysberg, Lee, Price, and Cheng identified the following additional organizational cultures in their research published in Harvard Business Review It will help you understand what your current and preferred workplace cultures are.
That way, you can start forging your path towards your desired workplace culture. As mentioned before, leadership plays a critical role in shaping culture. HR also has an important role in shaping culture and influencing leadership. Therefore, HR must be educating and equipping leaders and managers to model cultural values and to own their roles in fostering the desired culture.
HR should always be actively listening to employees and providing feedback to leadership. Employee pulse and engagement surveys, employee focus groups , and one-on-one interviews are all valuable methods through which HR can stay in touch with employee sentiments. HR is also increasingly using predictive analytics to predict future outcomes from existing and historical data, e.
HR can then take the necessary steps to customize its engagement with specific employees. They all have their own identity, beliefs, assumptions, and unique way of doing things. Beliefs and assumptions are developed from what we perceive from our surroundings and the experiences we have from our actions. And we instill these sets of ideologies in our work environment.
In a business meeting or general workplace conversation, you often hear statements like 'This is how we do things here, or 'We do not practice this type of behavior.
These statements more or less explain the distinct organizational culture and mode of conduct of an organization.
A clan culture is a family-like type of corporate environment where everyone's views and ideas are valued. Clan cultures have a friendly, collaborative culture and are often compared to a large family. This type of culture emphasizes the consensus of the employees while taking any business decision.
Helping each other during working hours, eating lunch together, playing games in the evening, and celebrating each other's happy memories are the attributes of the clan culture.
There are clear communication and transparency. Every member is comfortable voicing their opinion and ideas. Employees are appreciated for their excellent work and also criticized constructively without hurting their sentiments. Adhocracy culture is a risk-taking culture. Here organizational leaders are innovative and creative in their approach. They are inspirational innovators who accept challenges, take risks, and ready to break organizational assumptions.
Employees get their chances to spin their balls multiple times when they miss it. Market culture is results-driven, market-orientated, and highly competitive. This culture thrives for results and works relentlessly to penetrate the market and get maximum shares.
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