“This is how things get done here”. How often have we come across this phrase at the office? This one simple statement opens up a can of worms for many organizations regardless of size and structure. In the contemporary work setting more and more companies are focusing on something called finding the “cultural fit” when recruiting or evaluating a candidate’s performance. This terminology covers a gambit of themes ranging from hiring decisions to firing decisions. To help me establish my point better, I would like to quote from Schein (p.17 2004) who defines organizational culture as “a pattern of shared basic assumptions that was learned by a group as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems ” Keyton, J. (2011).
In theory, this definition conveys that organizations, nowadays, prefer having someone on board who is like them. Over a significant period of time, defining organizational culture has become essential for organizations in not just sourcing talent but also for its very existence!
Every organization is established on certain principles and values that it wishes to find in its workforce. If they don’t find it during their search the companies will try to instill the same principles by driving the narrative throughout the organization. Apple; a large organization with a diverse workforce is a wonderful example of this. The company focused on Steve Jobs interest in calligraphy in the early part of his career. This shaped his company and pushed their limits to be more aesthetically pleasing. From product designs and features to product innovations, Apple products are always ahead of the learning curve.
In order to drive this narrative, it is vital that companies realize their own ethos which is central to the very existence of the organization. This in turn can be channelized through various methods to reach the end users, the employees. An employee will more likely be encouraged to try and perform the same function using a new method in organizations that focus on innovation and encourage free flow of ideas throughout the organization.
When Nokia was at its zenith, the company focused on making phones that were push-button, robust and had a great battery life. However, by the turn of 2010, the company couldn’t match up to the smart phones manufactured by Apple and Samsung and Nokia fell apart. This saga brought to light the conservative and reserved culture that existed at Nokia, where senior leadership refused to question the status quo. On the flip side companies like Google are built on not just questioning the status quo but even changing the existing dynamics. The Google Innovation Lab and other research centers are delegated with the responsibility to try, fail, learn, and innovate path-breaking products and its results are inimitable such as google glass, project loon-X, and the self-driving car.
The factor that sets the tone for the narrative in the organization are its people. People define, execute, transform, and establish how things get done at any organization. As a new employee in any organization, I’m curious to understand the work environment in the office. It’s not just about having friendly co-workers or having casual Friday’s. It’s much more whether or not I’m allowed to work independently, what are my decision making powers and most importantly how easily can I get my grievances resolved without ruffling too many feathers. These are various factors one needs to consider when assessing the culture. In my experience there aren’t any textbooks available that can teach potential and even current employees about grasping the work culture. I believe that only experience will allow you to understand it. Although portals like Glassdoor and Linkedin do a splendid job in giving candidates a clearer picture, but it is only so much that these portals can do.
More often than not even factors external to the organization play a vital role in defining the organizational culture. A company faced with competition may re-define its policies and change the entire method of the climate. Managing the change is where most employees and the organization face a steep task because many employees resist change. Even if the change may be beneficial to the organization as a whole in the long run, managers and leaders aren’t able to align company objectives with the individual goals of the employees. Whatever may be the principles of an organization, it is imperative that the company propagates adaptability and flexibility as major components of the organizational culture.
So as companies wade through industry trends, market demands and customer preferences, it is essential for employees and potential candidates to ‘culturally-fit’ in the work setting. Doing so, enhances job satisfaction, increases growth potential and paves the way for a long-standing association with the organization. Also by rewarding, monetarily and otherwise, a workforce that accepts and embraces the company’s vision, organizations have a greater control in retaining their best talent. The only method that this can be attained is by recognizing the objectives of both the stakeholders and jointly planning to establish an inclusive, ethical, and stimulating environment in the organization.
Keyton, J. (2011). Communication & Organizational Culture: a key to understand work experience (2nd ed.). California: SAGE Publications, Inc.