Corporate culture - create the best!

When an employee talks about his company "we", it means that he identifies with it, that is, the corporate culture in a given place suits him. What does it mean exactly and how to shape this aspect of the company's functioning? 

What is corporate culture? 

Marcin Dąbrowski at work "Organizational culture and the principles of good practice in corporations and the academic ethos” notes that it is impossible to quote one universal definition of organizational culture. The same is true of corporate culture, which, apart from hard agreements, consists of this elusive "something". Dąbrowski cites several definitions. "E Jacque defined the concept of organizational culture as a habitual way of thinking, feeling and acting – shared, assimilated and assimilated by employees,” he notes. In turn, according to Stoner, Frejman and Gilbert ("Kierowanie", Warsaw, 2001), it consists of "norms, values, attitudes and beliefs common to the members of the organization". In the corporate world, it must be added that these norms are usually imposed from above and consciously or unconsciously shaped by the authorities. They usually concern employees at all levels of the organization. 

Shaping corporate culture 

It is impossible to create a separate corporate culture and then develop in isolation from it: 

• company mission, 
• company vision, 
• company goals, 
• declaration of value, 
• communication strategy. 

All these factors must be treated synergistically to together support the assumptions made. It is similar in the wheeled model of Daniel Denison. At its center are assumptions and beliefs, and around it are 12 factors grouped permanently and flexible, internal and external, belonging to four categories: mission, fit, commitment and continuity. It is worth considering what model of organizational culture it will represent sales support, employee development and the overall goals of the company. 

Is corporate culture important?

It may seem that this is just an image background that has nothing to do with the core of the company's operation. Understood in this way, it does not really matter. Besides the fact that the company will be perceived one way or another. However, referring to the McKinsey's 7S principle, the following aspects of its operation must be subordinated to the goal of maximum effectiveness in implementing the company's strategy: 

• systems, 
• structures, 
• strategies,  
• skills, 
• cadre, 
• style, 
• common values. 

As you can see, at least the last three of the factors mentioned are components of the company's organizational culture. It can therefore be said that without it it is difficult to build a complete corporate strategy, and thus achieve the intended goals. 

How do companies shape organizational culture? 

The corporate culture, apart from shaping the atmosphere inside, can also create its image on the outside. People responsible for shaping it in the largest companies in the Internet industry know it very well. Here, the equality and diversity of employees is emphasized. A lot of greenery, places to rest and games rooms are the showpieces of Google or Facebook offices. Subsequent companies from the same industry do a lot to make their culture in their organization also attractive in the context of ambitious competition. Another example of activity in this area is represented by Korean brands such as Hyundai and Samsung.  

Korean work culture is famous for values such as obedience, devotion and efficiency. It has roots in Japanese and American work cultures, as well as in Confucianism, which places a common goal above the individual's aspirations. An interesting issue is the correlation between the corporate culture of companies originating from a given country and the national character. This is a topic for a separate article, but examples of the Scandinavian IKEA or the American McDonald's show that a corporation can be a carrier of the culture of a given country or region. Organizational culture that does not contradict the values important in a given place will be more easily assimilated and understood by employees or customers. 

What is a toxic corporate culture? 

Companies from Korea and Japan often become famous when the local pace of work and organizational culture affect the health of employees. Many consider the Korean model of corporate culture to be toxic. When is there still an unhealthy workplace culture? When the created atmosphere or standards, instead of supporting the healthy functioning of employees or companies, drain strength and resources. The Forbes Coaches Council identifies several signals that the organizational culture is toxic: 

• employees are unmotivated, they want to spend as little time as possible at work; 
• there is a high employee turnover; 
• the company lacks value and differentiator; 
• the company has problems with achieving goals and meeting deadlines; 
• management has no empathy towards employees. 

There is one more drawback to mention here: a toxic organizational culture is bad PR for a company. News about it spreads quickly, which affects the image in the eyes of potential employees and customers. Breaking with the image of a toxic workplace can later take years. Introducing healthy, inspiring work standards can have the opposite effect. PR campaigns companies often focus on what their corporate culture looks like. This is especially important today, when each company needs a differentiator that will convince customers that they are dealing with something completely different than the competition. It is also an element employer brandingwhich attracts employees to a specific enterprise. It is especially important when dealing with the younger and middle generation on the labor market. Research shows that such people can get over lower salaries or long working hours if they are comfortable with the corporate culture and atmosphere in a given place. Do you want your company to be a leader in this respect? contact us!