Building a winning culture leads the organization to the long term success. Following world best succeed organizations have proven that statement. Harvard Business Review mentioned that one of the top level company in the technology industry, Dell Technologies founder Michael Dell accepted that their organizational culture has played a huge role for the company success(Thomas and O’Brien, 2005). By Fortune magazine in 2007 the best-known company Google was ranked as the number one in the list of best place to work and in 2010 it became the fourth place (Libraries, 2010).
HR team have an important role to play in the organization to lead the organization for its’ success. For that HR team is having a key responsibility of shaping a wining culture in the organization (SHRM, 2020). In the overall process of building a wining culture which includes decide the culture, establish the culture and manage the culture; HR must have a good knowledge about elements and components are enough to sustain a winning culture (SHRM, 2020). It is utmost important that HR should study existing cultures of succeed organizations to get understood what should be added to build up a wining culture (Rogers et al, 2006).
According to the Bain & Company research every wining culture can be made by using two dimensions (Rogers et al, 2006). The main important point is these both dimensions are needed simultaneously and no single dimension alone is sufficient to produce a winning culture (Rogers et al, 2006). The first dimension is the unique personality of the organizational culture (Rogers et al, 2006). Schein (2010) explained the wining cultures of Apple Inc, the International Business Mach-ines Corporation (IBM) and Hewlett-Packard Corporation (HP) which are built on similar technology and operating environment, but these companies have different organizational cultures. Apple culture involves the production of simple, elegant and innovative products (Toma & Marinescu, 2013). HP culture mainly focus on independence and creativity of their employees (Childress, 2013). IBM's Cultural have a long-term vision with loyal and highly motivated employees (Flamholtz & Randle, 2011). Through these points unique personality of wining culture is exhibited as their organization values, beliefs, and behavior patterns differentiate one organization from other organizations (Ortega-Parra & Sastre-Castillo,2013).
Bain & company research indicated six high performance behaviors as the other dimension of wining organizational culture (Rogers et al, 2006). Those performance behaviors are as follows:
- High aspirations and a desire to win: In a wining culture employees are always driven to perform to get greater results very faster which is really special and durable.
- External focus: Employees focus their energies externally on delighting customers, defeating competitors and caring for communities, not internally about politics issues.
- A “think like owners” attitude: Employees take personal responsibility not only for their part but also for overall business performance like owners and do the right thing for the organization without considering the personal issues.
- Bias to action: employees are always seeking for opportunities to give their contribution to enhance the organization.
- Individuals who team: Employees are inspired for giving their commitment to achieve the goals and objectives as collaborative team works and helping each other coworkers and exchange and sharing of ideas between individuals and teams to develop their abilities.
- Passion and energy: employees have great passion of hard working and giving the commitment more than expected from them.
Other than these two dimensions there are some common key factors of wining cultures which can be included by HR for creating a wining culture. In the Harvard business review Coleman mentioned six common components of culture which can be observed in the succeed organization (Coleman, J., 2005). Those are;
- Vision: Great culture always begins with a vision or mission statement. These simple phrases guide a company’s values and provide a purpose. That changes every decision employee make.
- Values: Values presents a set of standards about the behaviors and attitudes required to achieve the organization’s vision.
- Practices: Values do not matter if they are not included in a company's practices.
- People: No company can build a friendly culture without people who share its core values or have the will and ability to embrace those values. That's why the world's greatest companies have the strictest recruitment policies.
- Narrative: Any organization has a unique history - a unique story. The ability to discover that history and turn it into a narrative is a key element of cultural creation.
- Place: Location, whether geography, architecture or aesthetic design influences the values and behavior of people in a workplace.
If HR can add above key elements and components to their culture; it will be a wining culture which drive the organization to the success. So it is very essential for HR that get to know about contemporary wining cultures, before build their organizational culture.
Conclusion
It is the responsibility of HR that build and manage the organizational culture which plays a vital role in an organization's success (SHRM, 2020). When shaping the organizational culture to a wining culture, HR can identify what should be included to build a wining culture through the study of existing organization which has reached to the success (Rogers et al, 2006). Bain & company research explains wining cultures have unique personality and their performance behavior includes high aspirations and a desire to win, external focus, a “think like owners” attitude, individuals who team and passion and energy (Rogers et al,2006). Moreover, vision, values, practices, people, narrative and place are the common components which can be mostly seen in the wining the cultures (Coleman, J., 2005).
References
Childress, J. R. (2013). Leverage: The CEO's guide to corporate culture.
Coleman, J. (2005) Six Components of a Great Corporate Culture. Harvard Business Review. Available from https://hbr.org/2013/05/six-components-of-culture [Accessed 6 Nov 2020].
Flamholtz, E., & Randle, Y. (2012). Corporate culture, business models, competitive advantage, strategic assets, and the bottom line. Journal of Human Resource Costing & Accounting, 16, 76-94.
Libraries (2010) Principle of Management. [online] Available from https://open.lib.umn.edu/principlesmanagement/chapter/8-2-case-in-point-google creates-unique-culture/ [Accessed 5 Nov 2020].
Ortega-Parra, A., & Sastre-Castillo, M., (2013). Impact of perceived corporate culture on organizational commitment. Management Decision, 51, 1071-1083.
Rogers, P., Meehan, P. and Tanner, S. (2006) Building a winning culture. Bain &Company.
Schein, E. H., (2010). Organizational culture and leadership.4th Edition. San Francisco, CA: Jossey-Bass.
SHRM (2020) Understanding and Developing Organizational Culture. [online] Available from https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/understandinganddevelopingorganizationalculture.aspx [Accessed 5 Nov 2020].
Thomas, A. and O’Brien, S.L. (2005) Execution Without Excuses. Harvard Business Review. Available from https://hbr.org/2005/03/execution-without-excuses [Accessed 5 Nov 2020].
Toma, S., & Marinescu, P. (2013). Steve Jobs and modern leadership. Manager, 17, 260- 269. Available from http://manager.faa.ro
Organizational culture [is shaped by] the main culture of the society we live in, albeit with greater emphasis on particular parts of it.” — Elizabeth Skringar
ReplyDeleteOrganizational culture is shaped by and overlaps with other cultures — especially the broader culture of the societies in which it operates. This observation highlights the challenges that global organizations face in establishing and maintaining a unified culture when operating in the context of multiple national, regional and local cultures. How should leaders strike the right balance between promoting “one culture” in the organization, while still allowing for influences of local cultures?
Adding more to your comments, Human resources play a crucial role in shaping the behavior of organizations, there is not so much consensus on what organizational culture is, how it influences behavior and whether leaders can ever change it (Michael, 2013). Nowadays in business environment, human resource managers need new skills to manage a new global workforce Since one particular aspect of this change is that employees are coming from more diverse individual cultural backgrounds.
DeleteAnthony Rodio the President and CEO of ‘YourMechanic’, the industry leader in mobile car repair for consumers and fleets in USA states, that to build a culture where employees feel a strong sense of purpose and ownership takes times. Rodio suggests 4 key points to bring in a winning culture.
ReplyDelete1. Start by Asking simple questions – to know if employees are on the same page as you, when it comes to the company vision and their thoughts on what to do better
2. Be transparent on how success is measured – through objectives, goals, strategies and measures
3. Give recognition publicly
4. Cultivate and model emotional intelligence
With the foundation of wining culture in place he says he was able to witness the employees being happier, more productive and invested in their roles (Rodio,2019).
Yes agree with that in addition, Herb Kelleher, former CEO of South-west Airlines, answers the question, ‘Who comes first?, Employee, Customer or Shareholder?, saying that has never been a question to me: ' If employees are happy, they make Customer happy, and happy customers comes back making the Shareholders happy''(Assaf,N 2016).
DeleteOrganizations with this strategy design work so that employees have broad roles and perform a variety of different tasks. People are recruited and hired because they fit the organization culture and because of their potential to become loyal employees. Efforts are made to satisfy the needs of employees and build a strong bond that reduces the likelihood of employee turnover (Strewart and Brown, 2011).
ReplyDeleteHi Ranga, in addition the human resource management strategy enables the organization to enhance their competitiveness and enhance efficiency and it develops the workforce that helps the organization achieve its goals and objectives, further the relationship between business strategy and human resource management strategy provides better performance for organizations (Hossein, 2020).
DeleteOrganizational culture is the set of values, beliefs, and norms which may impact the way employees behave, think and feel in the organization (Schein, 2011). Performance is a measure that require productivity, quality, consistency. The organization's performance is the function of the basic returns to the blend of strong culture in the organization's systems which enable it to perform its routines without a doubt (Richard, 2002).
ReplyDeleteHi Chamila, further corporate culture is the set of significant assumptions, often unstated that members of an organization share in common and there are two major assumptions in common; beliefs and values. Beliefs are assumptions about reality and are derived and reinforced by experience, further values are assumptions about ideals that are desirable and worth striving for (Azhar, 2003).
DeleteNetflix CEO Reed Hastings, stated, "We're like a pro sports team, not a kid's recreational team." He challenges his managers to ask who they would fight hard to keep at Netflix. Most sports teams build more than just winners; they build a cohesive family that works well together (Andrew, 2016).
ReplyDeleteHi Malinga, adding more to your, these are the ones he wants to stay with, so he can make a generous separation from other employees so they can fill in the blanks with characters. Like a pro sports team, he only wants people who are highly talented enough to be a member of a winning team (apogeeconsulting, 2020). This approach can be aggressive and is not suitable for all companies. Some cultures are built as a family that encourages a collaborative culture as opposed to a competitive culture.
DeleteAdding more to your statement that according to Armstrong (2014)Organizational or corporate culture is the pattern of values, norms, beliefs, attitudes and assumptions that may not have been articulated but shape the ways in which people in organizations have and things get done. ‘Values’ refer to what is believed to be important about how people and organizations behave. ‘Norms’ are the unwritten rules of behavior.
ReplyDeleteAdding more to your comment, the existence of the desired corporate culture is one assumption for the success of the business and a strong corporate culture is a combination of a strategic perspective on human resource management and the fair behavior of managers and employees as a result, further It has a positive effect on decision making, collaboration, communication, motivation, problem solving and anticipation, and facilitates the progress and implementation of management processes (Vetrakova and Smerek, 2015).
DeleteThe beliefs, values, and assumptions that are shared by members of an organization and the culture of the organization influences employee attitudes and that those attitudes, in turn, impact organizational effectiveness (Frazier, et al., 2004).Therefore, creating a winning culture is very important to an organization.
ReplyDeleteAgree with your comment, further Sekova (2013) understands strong culture as a culture that has high stability and respect for certain assumptions, values and standards within the company. Corporate culture allows individuals to justify their behavior in response to the value of their enterprise and managers, on the other hand, can take advantage of the corporate culture and support such activities of interest (Vetrakova and Smerek, 2015).
DeleteThis comment has been removed by the author.
ReplyDeleteculture is not just a random set of values, beliefs, or emotions, but a winning culture turns customer promises (firm brands) into internal organization actions. A disciplined process for creating a winning culture that engages employees in the right issues and invite HR professionals to step up to this opportunity (Brockbank & Ulrich, 2016)
ReplyDeleteAgree with your comment, further when organizations create the right culture, it translates external promises into internal workforce and organizational activities more over HR professionals who understand the cause, what and how of culture will complement a skills agenda with a more sustainable winning organization (Ulrich & Brockbank, 2016).
DeleteCulture is learnt over a period of time. Schein (1984) suggests that there are two ways in which this learning takes place. First, the trauma model, in which members of the organization learn to cope with some threat by the erection of defence mechanisms. Second, the positive reinforcement model, where things that seem to work become embedded and entrenched. Learning takes place as people adapt to and cope with external pressures, and as they develop successful approaches and mechanisms to handle the internal challenges, processes and technologies in their organization.
ReplyDeleteAgree with you, further Schein (1985) introduced the corporate cultural model. Organizational culture is defined as the basic assumption pattern in which innovations, discoveries, or developments in learning are made by a team to successfully deal with problems of external adaptation and internal integration and also it has worked well enough to be considered valid and therefore new members need to be taught the proper way to understand, think and feel about those issues (Schein, 1985).
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