When organizations incubate, company culture is often a secondary thing. But, even if formal planning is not done towards it, a kind of set up eventually does emerge. Most companies try to find the perfect balance between a corporate style formality towards policies and procedures, and a start-up like vigour embracing agility and business innovations. Eventually when such firms grow up to a certain size, and newer employees join, a sense of conflict can often be observed between those who started out here and the newer recruits. Generational stereotypes also emerge. Regular team building events such as gaming nights could be useful exercises in those cases. Peer reward systems to honor colleagues, organization wide wellness programs and flexible work timings during major periods of festivity can also be useful. After a certain point in time, the company culture needs to be formally set. This would include aspects such as office space, dress code or time out. The onboarding for new recruits needs to be morphed in a way to comply with work culture. The old timers at startups should either be smoothly inducted into the board or given the luxury of a smooth exit.

Source:https://www.forbes.com/sites/entrepreneursorganization/2017/06/16/lessons-in-leadership-tips-for-developing-company-culture/#4eb2adf1a363

Uploaded Date:20 July 2017

Top management training professionals are often asked how best to motivate employees. Yet these professionals usually concur that there is no need for others to motivate employees as they themselves do so. The company simply needs to accord the right atmosphere where learning and development can take place. A company must however avoid a few common mistakes which instead demotivate the staff. One such is the case where the top management and members of the C-Suite excessively invest in themselves what could have been ploughed back into the business. A related case of such pandering is when the top executives ensure that a great deal of money is spent on their office rooms letting the rest dilapidate. Another is when leaders treat themselves above the others. There will be times when employees actually offer the top management the best of the deal. It is advisable to politely say no so that all feel part of a single unified team. Even training sessions must be attended to equitably. At annual functions or gatherings, leaders must pitch in with their contributions and not appear uninterested in others’ professional affairs. One thing to avoid forever is leaders arriving late for meetings.

Source:http://www.pnj.com/story/news/2017/07/01/studer-create-culture-helps-employees-motivate-themselves/444799001/

Uploaded Date:05/07/2017

Business research commissioned by the George Mason University wanted to study the effects of love and compassion have on the productivity at a workplace. Firefighters were selected for this study as that group of people tends to adhere to a “culture of joviality” which includes a macho, back-slapping, joking approach is followed. The research included both a qualitative and objective component to it. These people work in very stressful conditions. A lot of stresses were encouraged to be suppressed, or even bottled up. Yet the firefighters engaged in open discussions within their teams. One thing that stood out was they all used methods to completely divorce their work from private lives so as not to bring back home the stress.

Source:http://knowledge.wharton.upenn.edu/article/creating-a-happy-workplace/

Uploaded Date:29/06/2017

A new study has highlighted a few critical behaviours that can lead to cultural transformation. There are four steps involved. First of all, a company must be clear about what kind of business innovations it is trying to put in place. Once these are identified, the management must list down the behaviors it feels will help the team achieve the final goals. A lot of companies adopt one-time plans to rectify a trait or behaviour. Instead, a more holistic approach must be tested that will eliminate undesirable practices. Thirdly, a few such critical behaviours need to be prioritized to be implemented. Before implementation, the management needs to study the plans’ action-ability and degree of visibility. They must also be measurable and deliver results within a certain time span. Their ease of implementation also needs to be noted. Finally, the choices evaluated must further be screened by leaders both formally within the system and external experts.

Source:https://www.strategy-business.com/blog/Getting-to-the-Critical-Few-Behaviors-That-Can-Drive-Cultural-Change?rssid=all_updates&gko=463e5&utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+StrategyBusiness-AllUpdatesFullPics+%28strategy%2Bbusiness+-+All+Updates+%28Image%2FSyndication%29%29

Uploaded Date:27/06/2017