Intro

The key to a successful organization is to have a culture based on a strongly held and widely
shared set of beliefs that are supported by strategy and structure. When an organization has a
strong culture, three things happen: Employees know how top management wants them to
respond to any situation, employees believe that the expected response is the proper one, and
employees know that they will be rewarded for demonstrating the organization's values.
Employers have a vital role in perpetuating a strong culture, starting with recruiting and selecting
applicants who will share the organization's beliefs and thrive in that culture, developing
orientation, training and performance management programs that outline and reinforce the
organization's core values and ensuring that appropriate rewards and recognition go to
employees who truly embody the values.

SUMMARY
An organization's culture defines the proper way to behave within the organization. This
culture consists of shared beliefs and values established by leaders and then
communicated and reinforced through various methods, ultimately shaping employee
perceptions, behaviors and understanding. Organizational culture sets the context for
everything an enterprise does. Because industries and situations vary significantly,
there is not a one-size-fits-all culture template that meets the needs of all organizations.

A strong culture is a common denominator among the most successful companies. All
have consensus at the top regarding cultural priorities, and those values focus not on
individuals but on the organization and its goals. Leaders in successful companies live
their cultures every day and go out of their way to communicate their cultural identities
to employees as well as prospective new hires. They are clear about their values and
how those values define their organizations and determine how the organizations
run. See What does it mean to be a values-based organization?

Conversely, an ineffective culture can bring down the organization and its leadership.
An employer must begin with a thorough understanding of what culture is in a general
sense and what their organization's specific culture is. At the deepest level, an
organization's culture is based on values derived from basic assumptions about the
following:

 Human nature. Are people inherently good or bad, mutable or immutable,

proactive or reactive? These basic assumptions lead to beliefs about how
employees, customers and suppliers should interact and how they should be
managed.
 The organization's relationship to its environment. How does the
organization define its business and its constituencies?
 Appropriate emotions. Which emotions should people be encouraged to
express, and which ones should be suppressed?
  Effectiveness. What metrics show whether the organization and its individual
components are doing well? An organization will be effective only when the
culture is supported by an appropriate business strategy and a structure that is
appropriate for both the business and the desired culture.

Culture is a nebulous concept and is often an undefined aspect of an organization.

Although extensive academic literature exists relating to the topic of organizational
culture, there is no generally accepted definition of culture. Instead, the literature
expresses many different views as to what organizational culture is.

Organizational culture can manifest itself in a variety of ways, including leadership

behaviors, communication styles, internally distributed messages and corporate
celebrations. Given that culture comprises so many elements, it is not surprising that
terms for describing specific cultures vary widely. Some commonly used terms for
describing cultures include aggressive, customer-focused, innovative, fun, ethical,
research-driven, technology-driven, process-oriented, hierarchical, family-friendly and
risk-taking. 

Findings
1. It defines your company’s internal and external identity
Here’s a thought exercise: write down on a piece of paper five attributes that best
describe your organization’s culture. You might write something like “good work-life
balance” or “lots of meetings” or maybe “team-oriented.”

Now, spend a few minutes thinking about why each of those attributes is important to
your organization in particular. Why is it significant that your company has a good work-
life balance? What makes these culture attributes valuable to your people and
customers?

Peter Ashworth explains that your organizational culture “defines for you and for all
others, how your organization does business, how your organization interacts with one
another and how the team interacts with the outside world, specifically your customers,
employees, partners, suppliers, media and all other stakeholders.”

In other words, your organizational culture will reverberate across all aspects of your
business because it represents the way you do business. It’s simultaneously your
identity and your image, which means it determines how your people and customers
perceive you.

2. Organizational culture is about living your company’s core values

Your culture can be a reflection (or a betrayal) of your company’s core values. The ways
in which you conduct business, manage workflow, interact as a team, and treat your
customers all add up to an experience that should represent who you are as an
organization and how you believe a company should be run. In short, your culture is the
sum of your company’s beliefs in action.

But if your espoused values don’t match your culture, that’s a problem. It could mean
that your “core values” are a list of meaningless buzzwords, and your people know it.

A strong organizational culture keeps your company’s core values front and center in all
aspects of its day-to-day operations and organizational structure. The value of doing so
is incalculable.

3. Your culture can transform employees into advocates (or critics)

One of the greatest advantages of a strong organizational culture is that it has the
power to turn employees into advocates.

Your people want more than a steady paycheck and good benefits; they want to feel like
what they do matters. And when your people feel like they matter, they’re more likely to
become culture advocates—that is, people who not only contribute to your
organization’s culture, but also promote it and live it internally and externally.

How do you achieve this? One way is to recognize good work. A culture that celebrates
individual and team successes, that gives credit when credit is due, is a culture that
offers a sense of accomplishment. And that’s one way to turn employees into
advocates.

Then again, if your company culture doesn’t do this, you may be inviting criticism.

4. A strong organizational culture helps you keep your best people

It should come as no surprise that employees who feel like they’re part of a community,
rather than a cog in a wheel, are more likely to stay at your company. In fact, that’s what
most job applicants are looking for in a company.

Ask any top performer what keeps them at their company and you’re bound to hear this
answer: the people. It’s because a workplace culture focused on people has profound
appeal. It helps improve engagement, deliver a unique employee experience, and
makes your people feel more connected.

One way to attract top performers that are natural culture champions is to hire for
cultural fit.

5. A well-functioning culture assists with onboarding

Organizational culture also has the potential to act as an aligning force at your
company. This is particularly the case with new hires who, more often than not, have
put some considerable thought into the type of culture they’re entering into.
The culture at your organization is essentially a guiding force for them, so it’s important
that it starts with onboarding.

Writing in Forbes, George Bradt explains further: “People fail in new jobs because of
poor fit, poor delivery or poor adjustment to changes down the road. Assuming you’ve
aligned the organization around the need for your new employees and acquired them in
the right way, your onboarding program should accommodate their needs (so they can
do real work), assimilate them into the organization (so they fit culturally) and accelerate
their progress (so they can deliver and adjust).”

6. Your culture transforms your company into a team

A successful organizational culture brings together the people at your company and
keeps them aligned. When your culture is clear, different perspectives can gather
behind it with common purpose. The culture at your organization sets expectations for
how people behave and work together, and how well they function as a team.

In this way, culture can break down the boundaries between siloed teams, guide
decision-making, and improve workflow overall. On the flip side, a toxic organizational
culture has the capacity to do just the opposite.

7. Culture impacts performance and employee wellbeing

Reports show that organizational culture has a direct impact on performance and, more
importantly, your employees’ wellbeing. A healthy culture addresses both of these areas
by finding an appropriate balance based on company values.

Does your company stress performance to such a degree that you feel like your
physical and mental health are being overlooked? There might be instances when that
may not be a problem, but for the vast majority of cases, it’ll have a negative effect on
your company.

Paul Barrett sums it up nicely, writing that “Employee wellbeing strategies have the
potential to bring huge benefits to employees and employers alike but they need to be
introduced in the right way for the right reasons, and at the right time. To be properly
effective they need to be developed in a holistic way, consistent with a business culture
that is conducive to their success. That means supportive management behaviours,
flexible working options and an open culture that allows employees a voice and some
say in shaping the working environment.”

Improved Recruitment Efforts

Finding qualified talent can be an uphill battle, especially with so many up-and-
coming businesses. This has caused many individuals to refine their job search and
hiring criteria. Over a third of employees claim that they would pass on their
dream job opportunity if the corporate culture wasn’t a fit. By fostering a strong
organizational culture, you’ll improve recruitment efforts and gain the interest of
top candidates. However, what one person sees as ideal company culture, another
may view as a culture they don’t fit in with—everyone is different.

Conclusion
 The culture decides the way employees interact at their workplace. A healthy culture
encourages the employees to stay motivated and loyal towards the management.
 The culture of the workplace also goes a long way in promoting healthy competition at the
workplace. Employees try their level best to perform better than their fellow workers and earn
recognition and appreciation of the superiors. It is the culture of the workplace which actually
motivates the employees to perform.
 Every organization must have set guidelines for the employees to work accordingly. The culture of
an organization represents certain predefined policies which guide the employees and give
them a sense of direction at the workplace. Every individual is clear about his roles and
responsibilities in the organization and know how to accomplish the tasks ahead of the deadlines.
 No two organizations can have the same work culture. It is the culture of an organization which
makes it distinct from others. The work culture goes a long way in creating the brand image of
the organization. The work culture gives an identity to the organization. In other words, an
organization is known by its culture.
 The organization culture brings all the employees on a common platform. The employees must
be treated equally and no one should feel neglected or left out at the workplace. It is essential for the
employees to adjust well in the organization culture for them to deliver their level best.

OCTAPACE
Openness
Communication
Team approach
Attention to detail
People orientation
Attitude
Consistency
ethicss