The office culture is not a target drivel culture. People do 25% and showing that they have done 75% of it. It is an unstructured culture. I need to step out and change the culture of the organization. From where i should start ?
Thank you
Anu
From Sri Lanka, Colombo
Thank you
Anu
From Sri Lanka, Colombo
Dear Anu,
You could have given little more information about your organisation and yourself. What is your designation? Are you MD? If you are not MD then has MD told you to take steps to change the organisation's culture? What is the nature of your industry and what is the finished product or service of your organisation?
Changing culture of the organisation or giving shape to the culture of organisation is your MD's job and not yours. With whatever performance rendered by the people, if your MD is satisfied then why bother?
The problem that you have mentioned arises when conscious efforts are not put up to bring performance-centric culture of the organisation. The second thing is lack of measurement of ratios. For every department, there are some direct and indirect costs associated with it. You need to identify theses costs and assign the targets to each HOD to manage these costs. Performance culture automatically sets in.
To bring performance-centric culture, you need to establish comprehensive Performance Management System (PMS). For this you need to study the systems and processes of each department design the customised measures. This is much easier said than done. For this you have to hire services of a consultant who is expert in designing measures of performance for all the departments.
I have been giving replies on how to institute PMS in the companies time and again. You may click the following link to read my views of the past post:
https://www.citehr.com/511936-pms-company.html
Though the above link pertains to the IT company, the reply is applicable to all the industries. In the above link, there are several hyperlinks. Go through all the links patiently and I request you to improve your understanding of PMS. For further doubts, feel free to contact me.
Thanks,
Dinesh Divekar
From India, Bangalore
7884You could have given little more information about your organisation and yourself. What is your designation? Are you MD? If you are not MD then has MD told you to take steps to change the organisation's culture? What is the nature of your industry and what is the finished product or service of your organisation?
Changing culture of the organisation or giving shape to the culture of organisation is your MD's job and not yours. With whatever performance rendered by the people, if your MD is satisfied then why bother?
The problem that you have mentioned arises when conscious efforts are not put up to bring performance-centric culture of the organisation. The second thing is lack of measurement of ratios. For every department, there are some direct and indirect costs associated with it. You need to identify theses costs and assign the targets to each HOD to manage these costs. Performance culture automatically sets in.
To bring performance-centric culture, you need to establish comprehensive Performance Management System (PMS). For this you need to study the systems and processes of each department design the customised measures. This is much easier said than done. For this you have to hire services of a consultant who is expert in designing measures of performance for all the departments.
I have been giving replies on how to institute PMS in the companies time and again. You may click the following link to read my views of the past post:
https://www.citehr.com/511936-pms-company.html
Though the above link pertains to the IT company, the reply is applicable to all the industries. In the above link, there are several hyperlinks. Go through all the links patiently and I request you to improve your understanding of PMS. For further doubts, feel free to contact me.
Thanks,
Dinesh Divekar
From India, Bangalore
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