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Organizational culture is a key factor in strong, enduring businesses. The “consistency of brand experience comes from the strength of its company culture.” (Gibbons, 2020) Culture is what guides an organization and what gives purpose to employees or staff. Unfortunately, most organizations are failing at successfully creating and/or communicating a cultural identity amongst their employees and customers (Gibbons, 2020).
Management is falling short of communicating core beliefs and connecting it to how employees’ actions positively affect customers. More than ever, in the midst of this pandemic era, where masses of employees are working remotely, empowering employees and making culture a priority at all levels is the key to success, as the organization’s culture is what will inspire and anchor employees as well as customers (Gibbons, 2020). Gibbons (2020) suggests three strategies to create this imperative culture: create boundaries, show customer impact and connect socially distant co-workers, engaging workers on all levels.
To survive in today’s marketplace, organizations must be on a continual quest to learn.
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Learning organizations tend to break away from doing things the way they have always been done and teach their people to look at things differently (Luthans et al., 2015). A modern organization has moved from a hierarchical model to a human participation-based model, where employees are valued for their potential input and accepted for their expertise or knowledge in their field of work, as they are the ones working most closely to the matter at hand (Luthans et al., 2015). On the SAS website, Jim Goodnight, CEO and co-founder of SAS, says, “Treat employees like they make a difference and they will.” (Patel, 2017).
While recognizing that employees have a tremendous amount to offer, management must, at the same time, recognize that staff members come from different backgrounds and have different ways of doing things.
When joining an organization, unity will help thrust the entity forward at a greater speed and with more consistent results (Luthans et al., 2015). It is first necessary to ensure there is a dominant culture; then, monitor subcultures to ensure they are not working against the dominant culture (Luthans et al., 2015).
Top management must be completely sold on the culture and make it their pursuit to embed the culture into the organization, through training, repetition, and example. “Role models in strong-culture firms are regarded as the most powerful ongoing training program of all.” (Luthans et al., 2015, p.65) To successfully embody an organizational culture, the culture must have buy-in from the top down. Management must understand, believe in and embody the culture for it to be effectively passed down. Gibbons suggests encouraging supervisors to “infuse cultural relevance into meetings” (2020) in order to help build culture at every opportunity.
“Culture has always been important, but today, it’s becoming more than just a buzzword. Culture is an important differentiator to set your company apart from the competition.” (Patel, 2017) I love frequenting businesses where culture is evident. I remember the first time I dined at Moe’s Southwest Grill. The employees behind the counter are thoroughly enthused to greet you as you enter the front doors. It is as if they have planned a special celebration just for you and they are so happy that you finally have arrived. The culture permeates the staff and customers; it puts a smile on everyone’s face.
I thoroughly concur with Gibbons’ concept of showing customer impact. I believe stories sell ideas and when management connects employee tasks with actual impact or life change, employees begin to believe what they do has a purpose. People want to make a difference; they want to have a purpose and make an impact. As Patel notes, “Millennials want to work for companies that share their same values. They want to feel like their work has a purpose and makes a difference.” (Patel, 2017) This is true in the non-profit sector and for-profit sector alike. When your culture revolves around a value and a purpose, the culture will easily garner a following and this makes all the difference. As Gibbons said, “A strong company culture is a game changer.” (Gibbons, 2020).
Empowering Culture: A Cornerstone of Organizational Success. (2022, Apr 15). Retrieved from https://studymoose.com/organizational-culture-12-essay
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