At an organisational level, culture is a factor of the interactions between the people in that workplace. Our collective ability to constructively manage workplace relationships, particularly in the face of inevitable tension and conflict, defines our organisational culture.
An organizational culture is a group of employees’ way of life. There are many factors that affect organizational Culture – HR Resource Guide, but what are they and how do we recognize these factors?
Here are five factors that affect organizational culture:
How important is status in the organisation? How close or removed are top management from the shop floor? What gets rewarded and recognised by leaders? How do leaders communicate with their employees? How trusted are leaders?
To be clear, this is not an observation of the work itself, but of the expectations of how much of load employees are expected to carry. Is the workload distribution equitable? Is it predictable? When an employee arrives for work today, will she know what lies ahead during the day? Is the workload shared and what happens to the work when they take leave?
How well are people trained to do their jobs? How long does it take for an employee to reach a level of job mastery? Is the approach to learning and to training structured so that employees can expect to reach a level where they can function in an autonomous way?
Does the workplace support and encourage relationship building? What are the social norms of the workplace? What happens if somebody steps outside the social norms? Do employees trust the organisational complaint or grievance systems? How dependent are employees on one another in being able to achieve success?
What job controls exist to guide the work? How closely are people supervised? Is their work checked, approved or randomly sampled? Can an employee expect to receive regular feedback on their performance from a line supervisor?