Who is responsible for the corporate culture
1.4 How is a corporate culture expressed?
Culture is largely invisible. This also applies to the corporate culture.
Nevertheless, we can recognize the specific culture of a company from the artifacts and behaviors. It is expressed through:
Behavior, events, externalities
How are the manners in the company? How are decisions made? Is there an atmosphere of openness or of secrecy? Which behaviors are encouraged and which suppressed? Is the interaction with one another friendly and collegial or aloof and formal? Are there social events in the company where executives and employees come together? How do these events work? What character and experience value do they have? What are the clothing standards? But also: How are the rooms, offices and workplaces designed (e.g. individual or open-plan offices, paint, plants, etc.)?
Communication and organization
What is in your company in writing, what is communicated orally? Is there a tendency to put everything in writing? Is the writing and language style very formal or more personal? Are there topics that are officially taboo and that are only talked about informally? Is the flow of information fluid or slow and bureaucratic? What and how is communicated externally, especially with customers and suppliers? Is your organization characterized by many, sharply separated hierarchical levels and by strong departmental egoisms? Which forms of regulation are preferred?
How do employees express their norms and values in the company?
Two examples of corporate cultures
|Success GmbH||Problem GmbH|
|I feel connected to my company.||For me the company is only a means to an end, namely to make money.|
|I don't like doing all of the tasks, but I still do them as well as I can.||Unpleasant tasks can be done by others.|
|Punctuality and reliability are important to me.||I leave my job on time and I am reliable when I absolutely have to.|
|I try to do a good job and I see my colleagues do the same.||I do my job as I am expected to do. Not more.|
|As a company, we have a responsibility to our customers. You want good quality at a good price. That is what we strive for.||It is important that customers pay. Because that's what we live on.|
|Even in difficult times, we have to stand together in our company. We can only get out of there if we work together.||If it gets difficult, let them take care of it up there. I see how I get my sheep dry, if necessary at another company.|
|Precision and quality, that's what our company stands for, and I'm proud of that.||I am not responsible for the good quality of the products.|
|As a manager, I inform my employees about everything important and involve them in decisions.||As a manager, it's my job to make decisions. My employees don't have to talk me into it.|
As clearly as in these two examples, the statements made by employees will certainly not differ in practice. You will probably hear both in your company. However, if you should hear more statements like those in Problem-GmbH, that is questionable. The challenges of the future will be difficult to cope with with such a value orientation.
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