When choosing the company you are going to work for, an element you have to keep in mind the relational culture of it.
This is extremely important; because of this many people with good jobs have given up their job for another similar one with less financial advantages but better people and professionalism.
Trying to write strict and limited compartmental prescriptions for the employees seems a little too pushy.
And it because this type of prescriptions simply don’t exist! This s type of analysis has the purpose to refrain the classification of the relational culture to only two types, to identify their characteristics, forms and the members that generate them.
from here, everyone can build their own compartmental model that can help them perform as good as possible in the company.
This model can presume anything, from changing the perception over work to leaving the company whose values inflict with personal values.
In a company there can coexist, in a determinant relationship, two relational culture levels.
The visible level, determined by:
- The physic products of the company (building, offices, furniture, uniform, cars) for the personnel
- Verbal products (way of speaking). This element belongs t o each company and through them there can be speculated affirmations regarding the value of the company.
- Compartmental products – rituals and ceremonies whose existence permits the company to show its identity, offering to all the employees the sensation of belonging to the group.
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The invisible level – is given by the values, the capacities, the knowledge, motivation and satisfaction of every employee of the firm.
If we go from the criteria of efficiency, the relational and organizational culture can be divided in:
Relational culture of progress: the personnel of the firm is able to achieve purposes in a short time, values of the employees are linked as: action, change, development.
It can exist in two forms: democratic or dictatorial.
Relational culture of regress: personnel values tend to make them work less and less. This goes especially to over-centralized, state organizations.
Employees take chances because the boss wants to, without being aware of the necessity for that specific chance.
They will continue working just like before, only that now a new manner would be asked for, so they will continue working badly, with poor results.
This is extremely important; because of this many people with good jobs have given up their job for another similar one with less financial advantages but better people and professionalism.
Trying to write strict and limited compartmental prescriptions for the employees seems a little too pushy.
And it because this type of prescriptions simply don’t exist! This s type of analysis has the purpose to refrain the classification of the relational culture to only two types, to identify their characteristics, forms and the members that generate them.
from here, everyone can build their own compartmental model that can help them perform as good as possible in the company.
This model can presume anything, from changing the perception over work to leaving the company whose values inflict with personal values.
In a company there can coexist, in a determinant relationship, two relational culture levels.
The visible level, determined by:
- The physic products of the company (building, offices, furniture, uniform, cars) for the personnel
- Verbal products (way of speaking). This element belongs t o each company and through them there can be speculated affirmations regarding the value of the company.
- Compartmental products – rituals and ceremonies whose existence permits the company to show its identity, offering to all the employees the sensation of belonging to the group.
-
The invisible level – is given by the values, the capacities, the knowledge, motivation and satisfaction of every employee of the firm.
If we go from the criteria of efficiency, the relational and organizational culture can be divided in:
Relational culture of progress: the personnel of the firm is able to achieve purposes in a short time, values of the employees are linked as: action, change, development.
It can exist in two forms: democratic or dictatorial.
Relational culture of regress: personnel values tend to make them work less and less. This goes especially to over-centralized, state organizations.
Employees take chances because the boss wants to, without being aware of the necessity for that specific chance.
They will continue working just like before, only that now a new manner would be asked for, so they will continue working badly, with poor results.
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