Should a stated company culture be the norm or the exception?
One of the hardest tasks for any manager is creating an office culture that brings out the best in employees. But is developing a strong corporate culture always necessary?
The pros of having a stated company culture
Good managers are capable of seeing the bigger picture when it comes to their company, their co-workers, and themselves. They can use this viewpoint to create an organic company culture that not only inspires employees, but also lends a story to the company at large. This takes a flexible manager who is able to keep a stated culture in mind while working with team members. The trick lies in the osmotic way that companies work – when an employee leaves or a team member switches roles, the manager needs to keep hold of the umbrella of company culture while fitting different personalities under it. A talented manager with lots of personnel experience and flexibility can be a huge boost when it comes to creating a robust company culture.
The cons of having a stated company culture
People are not always flexible, teams and divisions of a company do not always function as they should, and trying to make everything fit under a stated company culture can be like herding cats. If the statement is not adaptable or flexible, then it will be harder to find people to work under it. Employees are not always keen to change the way they have been working in order to fit under what they may see as little more than an attempt to get them to work harder for no pay increase.
The organic company statement
More and more businesses are becoming employee-centric, and that can play a huge role in developing a stated company culture. Employee-centrism in and of itself is a kind of stated culture. The difference between having a stated culture and allowing a culture to develop organically is that everyone in the company already feels part of the culture before there is an actual statement made about it. In fact, in some situations, this statement never needs to be made at all. In many ways, letting a culture grow and form on its own is the best approach, but the right mix of personnel must be present in order to get it right.
What to do?
In the end, it all depends on the employees and the manager. Some managers are capable of creating a stated culture and then getting everyone excited about it and functioning under the culture’s umbrella. Others prefer to sit back and simply allow the culture to develop on its own while playing more of a crowd-control role.
PerfectForms can help managers create stated company cultures with software that makes anything from workflow forms to surveys. Using the tools provided by PerfectForms, managers can find out what their employees and co-workers desire in a company culture by asking them directly. Essentially, PerfectForms presents a hybrid solution by allowing employees to offer input and managers to use this as a foundation.
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