Creating a Healthy Organizational Culture

Jenna Doucet (2009).

Creating a Healthy Organizational Culture

Leaders and managers play a large role in influencing an organization’s corporate culture. All companies have a corporate culture. “Culture serves as a foundation for an organization’s management system” ( Pool, 2000, p. 373). Pool (2000) proposes that an organization’s culture can positively reinforce the practice of optimal praxis and behaviours within an organization. It is the responsibility of management to maintain and establish a positive culture. A good leader establishes a positive and healthy organizational culture by motivating his/her subordinates to perform at a high level, by promoting open communication, and establishing positive authority. Furthermore, to succeed in establishing a positive atmosphere and a culture where employees encouraged to thrive, it is essential that managers go beyond good management and become great leaders.

Motivating employees
Goltz (2009) states that some cultures promote productivity while other cultures are destructive to the organization. A productive organization is one where employees are motivated to contribute their best efforts. A healthy culture promotes employees with a healthy appetite for performance and success. One of management’s most crucial roles in establishing a productive culture is to motivate subordinates. Bateman and Snell (2007) suggest that effective managers must identify which behaviours they wish to motivate employees to exhibit. Motivating individuals to perform at a high level is usually a big priority. In order to motivate employees management must set goals that motivate. Goals that motivate are those that appeal to individuals and do not conflict with their personal values. Goals should be measurable and quantifiable so that employees are motivated to achieve them. Another great tool in motivating employees is by using positive reinforcement. The law of effect writen by Edward Thorndike in 1911 states that “behaviour that is followed by positive consequences will likely be repeated” (Bateman and Snell, 2007, p.430). The above motivational tactics are process oriented, however motivation is most successfully achieved when the processes underlying motivation are combined with content theories that account for personal characteristics and needs. Understanding an employee’s needs and accommodating those needs is essential in motivating those individual’s to perform at a high level (Bateman and Snell,2007).

Open communication
Promoting open communication is a concept discussed by many organizations and implemented by few. Establishing open communication channels in an organization is a challenging task, however it is one of the most important tactics management can utilize to create and maintain a positive corporate culture. Outlined below are some tactics effective managers and leaders use to encourage effective communication in the organization.
- By holding monthly or quarterly staff meetings in which the atmosphere is casual
- By posting notices and information on staffroom bulleting boards
- By sending information through intranet, or emails and by invited questions and comments from staff members
- By implementing an anonymous suggestion box or message billboard.
- By Maintaining an open-door policy in the managers office
- By holding casual staff outings

Positive authority
The power and authority of management may be established in many different ways, sources of power come from both negative and positive sources. A positive organizational culture, however centers on management’s ability to establish authority in a positive light. Below are some tactics managers can use to establish positive authority.
- By establishing reward power by influencing others to follow his or her guidance in holding valued rewards (Bateman and Snell, 2007)
- By establishing referent power by socializing with employees and demonstrating admirable characteristics to influence individuals to perform based on a desire of approval or admiration (Bateman and Snell, 2007)
- By establishing expert power by demonstrating or gaining expertise and knowledge and encouraging employees to learn and gain from his or her experience (Bateman and Snell, 2007)

Managers and leaders
Bateman and Snell (2007) say that “effective managers are not necessarily true leaders” (p.395). Where effective managers and true leaders differ is in their management style; good managers limit their concern to the day to day complexities of an organization, while, true leaders orchestrate important changes in the organization. For example true leadership requires going beyond management’s responsibility of planning and budgeting routines, structuring the organization, staffing and monitoring activities by creating a vision for the firm and inspiring individuals to reach for that goal. ( Bateman and Snell, 2007). A good leader’s traits are not necessarily all that different from a good manager’s traits, the difference lies in the leader’s ability to make use of his or her characteristics. A good leader possesses drive, that is they have a high regard for achievement and are constantly striving for improvement. Secondly, the good leader exerts leadership motivation, that is, they show interest and desire to lead individuals. In addition, a good leader is concerned with his or her integrity, shows self-esteem and finally has a high level of knowledge about the industry and the company he or she is working for. Furthermore, leaders and managers differ in their management behaviours. A good manager’s behavioural approach centers on task performance (getting the job done), while good leaders also focus on group maintenance and the concern over their follower’s participation in decision-making. The good leader exhibits behaviours that demonstrate concern towards a group as a whole and towards individuals on a personal level, they express concern over areas such as trust, open communication, mutual respect, and loyalty (Bateman and Snell, 2007).

Conclusion
Management plays a large role in creating and maintaining a healthy corporate culture. First and foremost, a healthy organizational culture motivates employees to perform. Motivation can be established by providing individuals with motivational goals that are measurable and quantifiable, by inserting positive reinforcement policies and by understanding and appealing to the needs of employees. Tactics that can be used to promote a positive culture are establishing and promoting open and effective communication between management and employees and by establishing positive authority through reward, referent and expert power. Lastly, a healthy culture is lead a team of individuals who are able to double both as good managers and great leaders. True leadership involves going above and beyond the traits, behaviours and approaches of a good manager.

References

Bateman, T. & Snell, S. (2007). Management: Leading and collaborating in a
competitive world (7th ed.) New York: McGraw-Hill.

Goltz, J. (Oct 2009). Corporate Culture.(STARTUP; Taking
Ownership)(Column). FSB, 19,(8), 61. Retrieved August 31, 2009 from General
OneFile via Gale.

Pool, S. (2000). The learning organization: motivating employees by integrating TQM
philosophy in a supportive organizational culture. Leadership & Organization

Development Journal. 21(8), 373-378. Retrieved September 2nd, 2009 from
General OneFile via Gale.