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E-Culture Development Fundamentals Published: Sunday, March 3, 2002 By: Manuel E. Maldonado Cotto

One of the most important challenges inside the complexity of making decisions and intelligent decision making within organization, is to develop in a high impact organizational culture. This process must result in a culture that strengthens and complements business initiatives, core processes, support processes and the managerial processes.

When we speak of organizational culture we refer to a system of significances, conducts, values, mental models, symbols, rituals and archetypes shared by the members of an organization. In other words, the members of an organization share formal and informal schemes types of conducts and behaviors that are acceptable inside the borders of the organization reality. The formal investigation inside this field focuses upon as how the human resources perceive the characteristics of an organization, not if they are satisfied or not with it. What I want to communicate is that the concept itself focuses in describing the organizational reality, not in the level of satisfaction that human resources derive from their job. Without doubt the concepts of organizational culture and job satisfaction have characteristics that usually tend to mislead managers in believing both are synonyms. But we have to clear that the dimension of the concept of organizational culture is a descriptive one, whereas the dimension of job satisfaction is an evaluative one.

In the book “Characteristic of the Socio-Technical Systems”, Fred Emery establishes that the organizations are bi-dimensional systems. On one hand, organizations possess formal and structured processes; processes that require the technical application of knowledge. While on the other organizations are, according to Emery, seeders of social interaction. This implies that we will be able to observe behaviors that respond to the conscience of the individual and behaviors that respond to the sociological conscience.

The theoretical contribution of Fred Emery must be taken into account when developing an electronic business model. Also we cannot dismiss the fact that it should include delineated behavior patterns, and fulfill our human capital expectations. Besides that we must factorize the required effort that will be required to enable to initiate a work plan that complements the paradigm change, mental model and perception of the human capital, in terms of the behavior patterns accepted.

The exercise of defining the desired organizational culture, remains directly linked to the organization’s needs, the socio-economic reality that surrounds it and the type of industry in which is found inserted. In other words the organizational culture of Amazon, is not going to be the same one that the organizational culture of Google, DuPont or Triple-S. Each culture will be unique.

Of the ongoing continuous we have been carrying out in Quality for Business Success Inc, during the past fifteen (15) years, we identify a series of core culture elements that are found in all profitable organizations. The study we have carried out it takes in consideration three elements: technology, economy and society. Our findings pointed us to define core characteristics critical for the intelligent development of the E-Culture.

Core characteristic of the E-Culture: · Innovation- Organizations have noticed that continuous innovation is critical to keep strengthening the value proposition for clients, not doing so augments exponentially the risk of being eradicated by competitors. · Entrepreneurship- Is imperative for the organizations that its human resources take calculated risks when carrying out the decision making process. We have found that the characteristic that differentiates a high performing organization an a mediocre organization, rests in the level of risk that the human resources are willing to assume. · Results Oriented- The human resources should align their individual and group performance to obtain concrete results for the organization, instead of spending their efforts in obsessively complying with processes, procedures and institutional policies. · Teamwork/Interpersonal Relations- The human capital emotional and psychological maturity is critical for effectively establishing powerful job related relations with peers and clients, to complement organizational efforts toward reaching high-impact goals and results. · Problems Solving- The human resources capacity to be able to solve sophisticated and highly ambiguous problems and situations, will be a core competency that will enable to effectively develop business profitability.

Finally, it is imperative for the organizations to initiate the process of managing their organizational culture, especially if they submerge in developing an electronic business model. The main reason is that decision-makers must establish a link in the organizational transformation process and synchronize the E-Business model with the culture management initiatives. At the end of the day, decision-makers should send to their human resources an integrated message, they must remember that human resources are intelligent beings and they’ll notice any incongruence between what’s being said and what’s being done.

God bless you all, and hope to be with you next time.

 


Copyright 2002 QBS, Inc.
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