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Casual Articles - Seven Ways to Enhance Organizational Culture
For any businessman learning the basics of marketing is necessary. Marketing is the most powerful tool in carving a business’ success. Devising correct marketing strategies are important for expansion of all the businesses. Only those products that are marketed well sell in the market. They sell because their promoter has done his groundwork well. He has found out answers to the basic questions that determine the success of any business. He has found out who he is, what is he doing, which is his market, who are the potential customers, and when does he want do product launch and how does he trap customers. However, this awareness doesn’t come aut
Get people excited. Chances are your culture team will be excited. If not, get them excited! Help the team recognize that not everyone else in the organization is going to think that these efforts are worthwhile immediately. Remember that enthusiasm is contagious. Do what you can to keep the enthusiasm of your team high. If their excitement fa
Bench MarkingWhat is bench marking all about? Benchmarking is the process of observation and validation of procedures and practices that the most successful companies employ. They set the standard for success. Who has the best customer service, inventory management, pricing systems, logistics, warehouse management or sales effectiveness process? Any business process can be benchmarked. Once we identify the winners, benchmarking is the means to figure out how the winner got to be the best. This provides insight to help determine what we have to do to reach those standards. Bench marking is a best practice. Best practice is not about opini
My boss, the Marketing Manager, asked me to help him with some unusual projects. First, I organized an ugly tie contest. Next, we created a puzzle where everyone told me their fantasy identity (who they would be if they could be anyone) and I created a quiz. People had several days to try to figure out who was who. This culminated in a party and the revealing of all the secret identities (and prizes for those who had done the best guessing).
Along with many other events, we eventually instituted the first casual Friday in this company (hey, this was 1987).
At the time I knew what was happening and why it was important to the development of the culture in this organization. But I didn’t understand it the way I do now. . .
For a whole variety of reasons, organizational culture is important to the health or viability of any organization.
It is one thing to know something is important. It is another thing entirely to know what to do about it. This article will give you some specific things you can do to act on the importance of your organizational culture.
Get help. Wherever you sit in the organizational structure or hierarchy you can impact organizational culture in a positive (or negative – but why would you want to do that?) way. Admittedly, if you are in a position of leadership, it might be easier, but we can all have an impact. But we can’t do it alone. Form a team of like minded, interested and enthusiastic people, and get them on board with developing and enhancing your culture.
Get a vision. Get your team to discuss the current culture. Define the parts of the culture that are already great and need to be supported. And honestly determine where the culture could use some polishing. Then create a vision of the culture you want to create, taking into account the entire current picture –the warts and the beauty marks.
Get strategic. Your team will recognize that this is important – you’ve picked people who already understand that and you have developed a deeper understanding as you created a vision of a desired future culture. Help everyone understand - the team and organizational leadership – that this isn’t a band-aid, quick fix; but an ongoing, strategic intention to build a more attractive culture that fits the needs of the organization.
Get people excited. Chances are your culture team will be excited. If not, get them excited! Help the team recognize that not everyone else in the organization is going to think that these efforts are worthwhile immediately. Remember that enthusiasm is contagious. Do what you can to keep the enthusiasm of your team high. If their excitement fal
The only information a potential employer usually has about you as a job candidate is the information presented on a resume and in the cover letter. It is also the only information that a hiring manager may have about the other five hundred candidates. Given that there are often large numbers of candidates applying for one position, you need a resume that will stand out.Using a Professional Resume WriterA professional resume writer is familiar with the job application process, and knows how to present your information in the best possible way. A professionally written resume can definitely help your resume stand apart from th
Along with many other events, we eventually instituted the first casual Friday in this company (hey, this was 1987).
At the time I knew what was happening and why it was important to the development of the culture in this organization. But I didn’t understand it the way I do now. . .
For a whole variety of reasons, organizational culture is important to the health or viability of any organization.
It is one thing to know something is important. It is another thing entirely to know what to do about it. This article will give you some specific things you can do to act on the importance of your organizational culture.
Get help. Wherever you sit in the organizational structure or hierarchy you can impact organizational culture in a positive (or negative – but why would you want to do that?) way. Admittedly, if you are in a position of leadership, it might be easier, but we can all have an impact. But we can’t do it alone. Form a team of like minded, interested and enthusiastic people, and get them on board with developing and enhancing your culture.
Get a vision. Get your team to discuss the current culture. Define the parts of the culture that are already great and need to be supported. And honestly determine where the culture could use some polishing. Then create a vision of the culture you want to create, taking into account the entire current picture –the warts and the beauty marks.
Get strategic. Your team will recognize that this is important – you’ve picked people who already understand that and you have developed a deeper understanding as you created a vision of a desired future culture. Help everyone understand - the team and organizational leadership – that this isn’t a band-aid, quick fix; but an ongoing, strategic intention to build a more attractive culture that fits the needs of the organization.
Get people excited. Chances are your culture team will be excited. If not, get them excited! Help the team recognize that not everyone else in the organization is going to think that these efforts are worthwhile immediately. Remember that enthusiasm is contagious. Do what you can to keep the enthusiasm of your team high. If their excitement fa
I was staying at a dive resort in Papua New Guinea recently. It was quite pleasant, with friendly staff, comfortable accommodation and good food.I enjoyed a night dive with hungry starfish, scurrying crabs and parrot fish asleep amidst the coral. After the dive, however, I realized someone had slipped into my cabin and scurried off with a pair of pants and a matching canvas belt.I did not sleep well and next morning reported the loss to the resort manager. ‘Oh dear, we do have that problem,’ she said. ‘Are you sure you locked your door?’ I assured her that I had, to which she replied, ‘I guess we need to change the lock on that cabi
Get help. Wherever you sit in the organizational structure or hierarchy you can impact organizational culture in a positive (or negative – but why would you want to do that?) way. Admittedly, if you are in a position of leadership, it might be easier, but we can all have an impact. But we can’t do it alone. Form a team of like minded, interested and enthusiastic people, and get them on board with developing and enhancing your culture.
Get a vision. Get your team to discuss the current culture. Define the parts of the culture that are already great and need to be supported. And honestly determine where the culture could use some polishing. Then create a vision of the culture you want to create, taking into account the entire current picture –the warts and the beauty marks.
Get strategic. Your team will recognize that this is important – you’ve picked people who already understand that and you have developed a deeper understanding as you created a vision of a desired future culture. Help everyone understand - the team and organizational leadership – that this isn’t a band-aid, quick fix; but an ongoing, strategic intention to build a more attractive culture that fits the needs of the organization.
Get people excited. Chances are your culture team will be excited. If not, get them excited! Help the team recognize that not everyone else in the organization is going to think that these efforts are worthwhile immediately. Remember that enthusiasm is contagious. Do what you can to keep the enthusiasm of your team high. If their excitement fa
Sales management is an integral sub-system of marketing management. It translates the marketing plan into marketing performance. Sales management is described as the muscle behind marketing management. Sales management in a modern organization holds a multitude of responsibilities. Sales managers have to plan, direct and control the personal selling effort of the firm. A sales managers task do not stop with the achievement of sales quotas. He or she is also responsible for bringing in required profits.In addition, the manager is also responsible for creating the desired image for the company and its products. In fact, a modern sales manage
Get a vision. Get your team to discuss the current culture. Define the parts of the culture that are already great and need to be supported. And honestly determine where the culture could use some polishing. Then create a vision of the culture you want to create, taking into account the entire current picture –the warts and the beauty marks.
Get strategic. Your team will recognize that this is important – you’ve picked people who already understand that and you have developed a deeper understanding as you created a vision of a desired future culture. Help everyone understand - the team and organizational leadership – that this isn’t a band-aid, quick fix; but an ongoing, strategic intention to build a more attractive culture that fits the needs of the organization.
Get people excited. Chances are your culture team will be excited. If not, get them excited! Help the team recognize that not everyone else in the organization is going to think that these efforts are worthwhile immediately. Remember that enthusiasm is contagious. Do what you can to keep the enthusiasm of your team high. If their excitement fa
Most countries nowadays try to trade internationally. There is no need for the country to limit itself to the domestic market only. With the globalization taking place the international boundaries is not a problem any more. However, some countries are not familiar with the international markets and they need to learn from the experiences other countries have.Limited resources might also lead to that the company prefers forms of market entry that are not so costly and hazardous. However, during the last two decades, companies have developed their international activities more on a contingency basis. The international market behaviour ha
Get people excited. Chances are your culture team will be excited. If not, get them excited! Help the team recognize that not everyone else in the organization is going to think that these efforts are worthwhile immediately. Remember that enthusiasm is contagious. Do what you can to keep the enthusiasm of your team high. If their excitement falters, remind them of the vision they created to re-invigorate them.
Get a champion. That person may be you, or it may be someone else on the team. In my case, I took on an alter ego of the “phun phantom.” While a moniker might not be necessary, a point person, whether anonymous or not, is important. Culture change is like any other change – it requires champions. The champion needs to be someone who is passionate about creating the new culture. As in my case, this might be a perfect role for a young energetic person, but don’t assign the role. The best champions will rise up and “select” themselves.
Get started. Yes, I have listed the first five suggestions in a chronological order. But that doesn’t mean you can’t so something today, as soon as you finish reading this article or right now. You already know some things that need to change in your culture, so role model one of them starting immediately. Maybe your first step is to invite a couple people to lunch that you think might want to be on your team. Whatever your first step is – do it.
Get momentum on your side. Any change will have a greater chance of success with momentum. Don’t form your team today if you don’t think you’ll be able to get them going quickly. Don’t think of this something that can be done in a couple of weeks. A single event that you hope will permanently change the culture - won’t. In fact, it might have the opposite effect entirely. Get started but be committed to building momentum and staying with it. It will be one of the most rewarding efforts you and your team will ever engage in.
I haven’t given you specific cultural events to try. Why? Because I don’t know what kind of changes you want to create. In my case we were trying to create higher levels of camaraderie and more fun in the workplace. You may have that and may want to enhance your culture in completely different ways. You and your team will figure out what to do. This list is meant to help you figure those things out for yourselves.
These seven things are by no means a complete list – but they are a great place to start. And getting started is the most important next step of all.
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