Corporate Culture

The corporate culture plays a very influential role in one’s life. An average person spends around 45 to 50 hours in a week in an organization and it is next to impossible to come out of the influence of an organization.

Culture defines the way an organization perceives a situation; it includes a learned set of behavior that is common knowledge. Surprisingly most of us spend more time in an organization with colleagues than with family. A healthy and meaningful corporate culture will keep employees happy and satisfied and will help them in performing well.

An organization’s culture could make or break the future of the company and its employees. A friendly, vital and positive corporate culture facilitates the personal and professional growth of the employees.

A strong and vibrant corporate culture sustains good employees and attracts better talent.  It is very important for the growth of any organization to retain its good employees and attracting a good talent and this is possible only if the culture of the organization is friendly, healthy and supportive to its employee. Many leading and topmost organizations are working hard to change the work culture in order to attract better talent and keep their employees happy and satisfied. An employee is the real asset of an organization and if an employee enjoys his/her time in an organization and feels good in the atmosphere of the organization it is an achievement for the organization. Many organizations are hiring management leaders and psychologists to bring positive changes in the organization’s culture in order to make it more supportive of the employees.

Company cultures are dynamic and it keeps changing with the passage of time. A company’s culture changes with its maturity. As the environment of the company will change the organization’s culture will also change.

A strong culture is a talent-attractor: Now employees choose organizations. They want to work in an organization which provides a positive environment and offers better opportunities to learn and grow. The best people want more than a salary and good benefits.

A strong culture creates energy and momentum. Build a strong and vibrant culture and attract the best talent. An organization with positive energy and attitude create new momentum for success. A positive environment is contagious and it slowly influences all the people working in the organization.

A strong culture creates greater synergy. A strong culture brings people together. When people have the opportunity to (and are expected to) communicate and get to know each other better, they will find new connections. These connections will lead to new ideas and greater productivity – in other words, you will be creating synergy. Empower your organization with the best human resource and increase your growth potential.

A strong culture makes everyone more successful. Any one of the other six reasons should be reason enough to focus on organizational culture. But the bottom line is that an investment of time, talent and focus on organizational culture will give you all of the above benefits. Not only in creating a better culture but a good thing to do for the human capital in the business, it makes good business sense too.

The organizational culture is largely influenced by the leaders of the organization. A leader should practice and support organization culture in day to day activity to make it more strong and realistic for the employees. The role of the leader is very crucial they are the role model and it is their way of behaving that influences other people working in an organization.

Support friendly, positive and visionary organizational culture for the limitless growth of the organization. A good cultural environment is all that the employees need for professional growth. It not only helps in retaining old employees but also helps in attracting better talent.

Before liberalization in the name of culture the organizations used to encourage community based culture and only those people from the community used to get all the rewards. This was more prevalent in Marwari companies. The pet people of the community were directly reporting to owners (called Seths) not on the work performance but doing a watchman’s job complaining about the employees in the firm. They used to call this ‘culture’. Even recruitment was based on the community basis and not on merits. After liberalization global competition has set in and the firms based on community had to change or perish.

  • Jayashreepk

    A good article. However, the last para targeting one community was not in good taste. A mature writer would normally avoid such personal “attack” which is more likely to have emanated from the personal experience of the writer.

  • Ravindra Waghmare

    I agree : NOT ALL MARWARI CO had that culture… I personally held a responsible position in a Marwari Owned Organisation and had not experienced this kind of BABU’s in between : and even if the owner has his own people around : it’s upto you to be adaptable and flexible to tackle these BABU’S – TACTFULLY and prove your professionalism – there by they also become your support !