All the best articles available on-line about Organisation Development and Corporate Culture. This enables OD, HR, Change and OE practitioners to be more effective in their attempts to improve the culture of the organisations and businesses they encounter.
Hi, this week I’m going to look at how the introduction of new technologies is giving HR professionals a toolbox of innovative solutions to problems that many companies face when it comes to organisational performance & development.
There are two key parts to organisational development;
You can’t touch it, or smell it, or taste it. But you know it’s there.
It’s like a feeling, an energy, something that moves you to act without predetermination or intention.
And no, it’s not your favorite Beatles song, making you tap your foot to the rhythm like a puppet on a string. We’re talking about something far more powerful, and slightly more constructive.
We’re talking, of course, about organizational culture.
Initially sidelined as a ‘wishy-washy HR concept’, organizational culture has earned its recognition as one of the most influential assets an organization can possess today.
A unique, immeasurable combination of the shared intellect, informal habits, attitudes and knowledge that shape how you do business. Like an invisible perfume scenting every team, process, and task.
And because it’s intangible, organizational culture is one of the few assets that are inimitable. Unlike technologies, ideas, and skills, which are frequently copied by the competition, this asset remains unique to the business in which it lives. A key competitive advantage.
Ping pong tables, free food, slides, sleeping pods, pet-friendly offices and on-sinformatique techniquee gyms are just a few of the perks tech companies like to boast they offer to employees. Some of the benefinformatique techniques on offer sound amazing. Who wouldn’t want desk massages? But these attention-grabbing schemes can come at a price for employees: …
New research from culture management firm CultureIQ, which announced the results of a survey of 579 HR professionals conducted in tandem with HR.com, highlights how businesses rate their company culture, what is vital for creating and sustaining a positive and productive culture, and what actions can be taken to leverage culture to benefit business. The respondents varied across a range of industries and company sizes. “Streamlining company culture is an ongoing process and HR departments and C-suite executive leadership are critical components in forging an engaged and productive culture,” said Greg Besner, CEO of CultureIQ, in a news release. “Culture is
At a recent client meeting, one of the things we discussed was raising the credibility of the in-house organisational development (OD) team. This reminded me of the many conversations I've had over the years with other HR, OD and learning and development (L&D) professionals about this. I've been both sides of the table - as…
Growing your business is a good thing. But sometime while you are growing your revenues, customers, and your staff expands you may face new management challenges in your business. There are often struggles with cash flow, building new processes and maintaining your company culture. There’s a big difference between being a mom and pop shop to adding managers to your business.
When your business is small, it is easy to adopt a casual company culture where employees get their work done on their own timeframe rather than punching a clock. But what happens when you have a much larger team and multiple projects to manage? You will need to put formal processes in place as it may become difficult to hold a larger staff accountable for deliverables.
Here’s how you can find that balance between scaling your business and keeping your company culture.
By Liz Mercer, Perla Development As someone who has spent a significant proportion of their working life in medium to large Pharma and biotech companies, I was drawn to participate in the recent Cambridge Network event run by Janice Steed of Steed Consulting. ‘From small to medium’ was an energetic and engaging talk, delivered from…
Within the three structures of organizations, thee three kinds of leadership reside. All important, but dramatically out of balance in most organizations we know:
Compliance Leadership - emerging from Formal Structure. Social Leadership - emerging from Informal Structure. Value Creation Leadership - emerging from Value Creation Structure.
Following this thought, there is not "leadership". But "leaderships". Just like the three structures they emerge from, these types of leadership are interdependent and complex, not independent or linear. In the presence of too much hierarchy, or formal power, the two other kinds of leadership are actually quite impossible to happen: Social density and connection will deteriorate. Members of the organization will find it harder to get the work done, while they game fhe formal structure and its complicated mechanics of steering and control. Organizational energy is wasted on bureaucracy (Formal Structure), and self-defence against command-and-control from the top, carried out within Informal Structure.
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