Culture is the basis of organizational functioning. The success of transformation projects depend largely on the talent and the ability of management to adapt the culture time, operating on some components, which in the medium term, instaurarana a new set of beliefs more in line with the new reality of the business. 1. – Internal organization organizational architecture: For processes, functions, work teams Example: A functional organization is going to be based on working groups, requires a set of skills and values (teamwork, cooperation, empowerment, and conflict management skills communication), which until that time may not be required. In addition to the way we relate, you must also considerarsea steering system: The way in which power is shared, access to information, control systems and dependency. 2. – Evaluation and compensation systems Compensation systems function as stimuli, seeking behavior required.
This is regardless if you are applying management by objectives, competencies and the like. There should be consistency with the evaluation and compensation systems. Dysfunction Example: A company that is geared towards a compensation structure based on team performance, but maintains a system for evaluating individual performance and compensation. 3. – Systems for promotions, affiliations and terminations Strong cultures are characterized by their inaccessibility. Those who wish to join must go through initiation rites unpleasant.
Passed this stage, are recognized as members of the group and are placed in the codes and values of the same. They also have their own mechanisms of exclusion. The stronger, more powerful will be its implementation. “Double-edged sword? Grupoa cohesion, can cause a high level of support. If respecting principles and values. a That is the status quo. That cohesion becomes resistance, if it contradicts or does not accept the ways of seeing things the group. Remember, any change brings into question, at least some of the principles and values in the organization 4. – Style of leadership and management processes Leaders determine and transmit the culture of an organization Closer scrutiny of the conduct of a leader can give signals of the kind of culture that is being managed. The point is observed. What must we observe? 4. 1. – To pay special attention to issues? 4. 2. – What would you want to measure? 4. 3. – What activities monitored? 4. 4. – How to react to critical incidents and Financial Distress? 4. 5. – Depending on what criteria recruited, transferred and promoted to his people? In response, we understand the culture of the organization, as it reflects the true values and principles that manages the team leader of the organization. It is true that is a very intangible, but is most effective.