The Important Factors in Shaping Corporate Culture
Any group of people coming together for any reason for an extended period, eventually, manifest their very own specific and cherished set of cultivated behaviors, values, customs, beliefs, and etc. From the athletes signing-up to the small-time local sports teams to employees of diverse backgrounds forming the fundamentals of a major multi-branched organization, the word culture slowly lurks into people’s minds, and not long after, it becomes a case of immense value. In today’s business sector, lifestyle and corporate culture shaping factors play a decisive role in guiding companies into salvation and success.
What Creates Successful Corporate Culture?
Based on research
by Deloitte, 88% of employees and 94% of executives
believe a distinct corporate culture is vital to a business’s success. The
value of “company culture” is deforming the ways everything is done in the
office and taking small startups and big organizations by storm, and we are
seeing them achieving a lot of success by introducing new methods.
For example, everybody
doesn’t just know Google for its search engine, they also recognize it as a
company with unique and sometimes luxurious benefits for its employees. On the
contrary, smaller establishments and startups tend to reshape the rules of
office culture with perks like flexible working hours or unlimited off days.
As encouraging and
pleasant as those might sound, new changes come with new barriers. To reach
more modern standards, what corporate culture shaping factors do today’s
companies have to tackle? What unexpected challenges keep them away from
building a better working atmosphere? Let’s take a look at those.
As organization’s works
and connections introduce them to the world and conventional borders become
less and less relevant, the globalization of the workplace takes over the
offices and hits the headlines as one of the critical corporate culture shaping
Today, professionals come
from every corner of the world with different cultures and societies, and the
race for the best talent-acquisition has already started on a global scale. As
a wide range of nationalities gets accepted in now-presumed borderless
companies, we observe a noticeable shift in corporate culture with diverse
employees hard at work.
With this high rate of
globalization changing the face of every organization, no doubt remains;
businesses need to adjust and flow with the trends or be succumbed to
Living in a
performance-driven community can be demanding and shatter the face and the core
values of an organization. And, as pressure piles up to keep up with the company’s
speed, workers’ stress levels rise up, and it can get ugly.
Truth to be told,
performance follows culture. For example, if a manager acts on his impulses and
don’t reward his workers for a job-well-done, not only the can’t let out the
on-going pressure and focus, they also feel let-down and ashamed. This kind of
feeling and vibe in the working environment buys the organization the tacky
nickname of a “cut-throat.” Cut-throat companies push their employees to
perform at their highest in any way possible.
highly-competitive cut-throat companies, who push the staff over its limits,
fail to understand is that this kind of corporate culture comes with its own
tally up the health-care expenses to higher rates, sometimes as 50% greater
than other companies. The employees working for these don’t-take-no-for-answer
organizations find themselves more stressed and under pressure. Their visits to
the doctor are more stress-related cases, and they suffer from additional
In the modern business
society, every manager tries to get the most out of his employees by pushing
them to work for the entirety of their salaried hours. In reality, this is a
far-fetched scenario from what is truly happening at offices.
Studies show that the
average modern staff (Generation Y, Z) stay productive for only a staggering 3
hours of the day. While hovering at such low rates, managers’ attempts to boost
the productivity by making the employees work from dawn to dusk which doesn’t
end in anything than workers’ constant failure, loss of motivation, being
susceptible to making mistakes and catching physical and mental sicknesses; in
a word, corporate culture ratings drops.
To counter these problems
and send out a positive message to your workers, companies have to try to build
an environment of trust by believing in them. Also, cutting down on unnecessary
internal meetings means less interruption and boost productivity. Keeping
everything simple is also vital; set clear objectives for everyone after you’ve
provided them with the essential training. After this is done, don’t forget to
ask them for their feedback. Feedbacks not only give you insight on whether or
not you’re on the right track but also makes the employees feel appreciated and
crucial to the company’s growth and leads to a healthier and more effective
No opportunity can present itself without
equality. Equal opportunity, as one of the key corporate culture shaping
factors, for everyone within the boundaries of a workspace can only be achieved
through companies reshaping and rethinking their HR strategies and structure.
To create equality in the workspace and
workforce, companies need to comprehensively inherit the equality theory, and
only then can they shoot for long-term success. A more recent study indicates
that if an atmosphere of equal possibilities is to achieve:
- Women are four times
more likely to rise.
- Men are two times
more likely to rise.
- 95 percent of people
will be satisfied with their career paths.
Now, taking such a life-altering vast leap
cries out for an iron will. Companies need to deal with the idea of change and
enforce it. What can they do to cushion the blow and pave the way? Here are
some things that could possibly make things easier:
- Bold leadership:
Don’t underestimate women. Women are twice as likely to be on the fast train in
organizations that have published a diversity target.
action: Involvement in a women’s network correlates with women’s advancement,
but the vast majority (81 percent) of the women surveyed for the reported work
for organizations without such a system. In companies that have a women’s
network, six in 10 women (62 percent) participate, with more than two-thirds
(69 percent) of those women in a women’s system that also includes men.
- An empowering
environment: Among the factors linked to advancement are not asking employees
to conform to a dress or appearance code and giving employees the responsibility
and freedom to be innovative and creative.