CORPORATE CULTURE
SOCIAL ORDER IN THE WORKPLACE
Eight facets of corporate culture by Jayashantha Jayawardhana
Strategy and culture are among the primary levers in the hands of top leaders in their never-ending pursuit of maintaining organisational viability and effectiveness. Strategy provides a formal logic for the company’s goals and orients people around them. Culture communicates goals through values and beliefs, and guides activity through shared assumptions and group norms.
Of these, strategy offers clarity and focus for collective action and decision making. It banks on plans and sets of choices to orient people, and can often be enforced by both tangible rewards for attaining goals and the consequences of failing to do so.
Ideally, it also incorporates adaptive and dynamic elements that can read the external environment (political, economic, sociocultural and technological factors), and sense when changes are required to maintain continuity and growth.
Leadership and strategy formation go hand in hand – and most leaders grasp its fundamentals.
However, culture is a more elusive lever because much of it is rooted in unspoken behaviours, mindsets and social patterns. It’s the tacit social order of an organisation; and it moulds attitudes and behaviour in wide-ranging and lasting ways.
Cultural norms define what is encouraged, discouraged, accepted and rejected within a group. When it’s effectively aligned with personal values, drives and needs, culture can release tremendous amounts of energy towards a shared purpose – and catalyse an enterprise’s capacity to thrive.
Over time, a company’s leaders can also shape and influence culture, by way of both conscious and unconscious efforts. The best leaders are completely aware of the dynamics within their culture, can sense when change is in order and deftly influence the process.
Sadly, it’s far more common for leaders seeking to build high performing organisations that are baffled by culture. Many of them either let it go unmanaged or relegate it to the HR function, where it becomes an ancillary concern for the business. They may draw up detailed plans for strategy and execution; but since they don’t understand culture’s power and dynamics, their plans go off the rails.
Researchers Boris Groysberg, Jeremiah Lee, Jesse Price and J. Yo-Jud Cheng, writing in the Harvard Business Review (HBR), claim that culture can be managed. By integrating findings from their research, they identified eight styles that distinguish a corporate culture.
Caring cultures are hallmarked by relationships and mutual trust. Work environments are warm, supportive and welcoming places, where people help and collaborate with one another. Employees are united by loyalty, and leaders place an emphasis on sincerity, teamwork and positive relationships.
Purpose cultures are exemplified by idealism and altruism. Work environments are tolerant, humane places, where people strive to do good for the long-term future of the world. Employees share a focus on sustainability and global communities, while leaders promote shared ideals and a greater cause.
Learning cultures are exemplified by exploration, expansive thinking and creativity. Work environments are inventive and open-minded places, where people spark new concepts and explore alternatives. Employees are united by curiosity while leaders focus on innovation, knowledge and adventure.
Enjoyment cultures embody fun and excitement. Work environments are light-hearted and upbeat places, where people tend to do what makes them happy. Employees are united by playfulness and stimulation, and leaders promote spontaneity and a sense of humour.
Results cultures are primarily characterised by achievement and winning. Work environments are results oriented and merit based places, where people aspire to achieve high performance. Employees are united by a relentless drive for winning and leaders emphasise goal accomplishment.
Authority cultures are defined by strength, decisiveness and boldness. Work environments are competitive places, where people strive to gain a personal advantage. Employees are united by strong control while leaders focus on confidence and dominance.
Safety cultures are defined by meticulous planning, caution and preparedness. Work environments are predictable places, where people are risk conscious, and weigh the pros and cons carefully. Employees are united by a desire to feel protected and anticipate change. Leaders stress being realistic and planning ahead.
Order cultures are focussed on respect, structure and shared norms. Work environments are methodical places, where people play by the rules. Employees are united by cooperation, and leaders expect shared procedures and time-honoured practices.
As cultures are fluid and evolving however, one distinct culture may exhibit the attributes of another or indeed, a few of them.
