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An organizational culture profile is an assessment which outlines the prominent characteristics of a group. This can include organizational beliefs, goals, and overall team dynamics. A profile may also include information about how outside influences have shaped the organization. It is most frequently used in corporate environments, though a profile can be created for any kind of organization.
The format of an organizational culture profile can vary according to what is needed. It can be a brief paragraph that communicates the essentials or a report with several pages. Longer profiles are typically used by organizations that are looking to make big changes to recover from a downturn. This information can help with troubleshooting, policy making, and overall organizational efficiency.
Information for an organizational culture profile can be collected in a variety of ways. The process can be pursued internally or with the help of an outside contractor. A few of the most common ways to create a profile include employee surveys or interviews, observation of the work environment, and study of past issues and how they were handled.
The beliefs outlined in an organizational culture profile are typically a summary of the key points that the group values. This often includes the primary elements of organizational focus, such as marketing, customer satisfaction, or adherence to a certain set of policies. Beliefs play a key part in developing an understanding of what motivates the members of an organization.
A culture profile will also often contain the essential goals of the organization. This is similar to a mission statement, though possibly with more detail. By outlining the most treasured objectives of the organization, it is possible to acquire a detailed understanding of why it exists in the first place. This can help an organization to stay on track by providing a reminder of the essentials.
Another key part of an organizational culture profile is an analysis of the overall company environment. This includes the basic structure of the group and how the team members interact. Some common environments are collaborative, hierarchical, and competitive.
Many organizations will fit into one of the following culture types: market, clan, hierarchy, and ad-hocracy. Market culture tends to be intense, with a strong focus on competition and achieving goals. Clan culture is collaborative, with strong employee commitment and a family-type atmosphere. The hierarchy culture is highly traditional, with rigid adherence to policies and the directives of executives. Ad-hocracy culture is highly creative and innovative.
Giving surveys to members of a group or company can provide a lot of information about the organizational culture of the company.
If the company is in some kind of crisis, I think that it would be a good idea to bring in some experts to find out what made the employees "tick" during the good times of the company. Then look at how things are different now, by talking to executives and employees about attitudes. and work styles.
I don't think that mission statements are enough. I think companies would benefit from elaborating on the mission statement and using it as a refresher or reminder for all employees.
After thinking a little bit about the four culture types of companies, I think that all companies fit into one of these categories and they may be split between two.
It seems to be a good idea to try to determine at the time of hire, that the decision to have a person "come on board" should depend parly on what category they fit into.
For example, an employee who likes to follow directions directly from his boss and has a rigid personality would not be a good match in an ad-hocracy of creative workers.
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