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Page 52
Because an organization's culture constrains what they can and cannot do, it is particularly relevant to
managers. These constraints are rarely explicit. They're not written down. It's unlikely that they'll even
be spoken. But they're there, and all managers quickly learn what to do and not to do in their
organization. For instance, you won't find the following values written down anywhere, but each comes
from a real organization.
•
Look busy even if you're not.
•
If you take risks and fail around here, you'll pay dearly for it.
•
Before you make a decision, run it by your boss so that he or she is never surprised.
•
We make our product only as good as the competition forces us to.
•
What made us successful in the past will make us successful in the future.
•
If you want to get to the top here, you have to be a team player.
The link between values such as these and managerial behavior is fairly straightforward. Take, for
example, a so
-
called "ready
-
aim
-
fire" culture. In such an organization, managers will study proposed
projects first and analyze them endlessly before committing to them. However, in a "ready
-
fire
-
aim"
culture, managers take action and then analyze what has been done. Or, say an organization's culture
supports the belief that profits can be increased by cost cutting and that the company's best interests are
served by achieving slow but steady increases in quarterly earnings. Managers are unlikely to pursue
programs that are innovative, risky, long term, or expansionary. For organizations that value and
encourage workforce diversity, the organizational culture and thus managers' decisions and actions, will
be supportive of diversity efforts.
In an organization whose culture conveys a basic distrust of employees, managers are more likely to use
an authoritarian leadership style than a democratic one. Why? The culture establishes for managers what
is appropriate and expected behavior. At St. Luke's advertising agency in London, for example, a culture
shaped by the value placed on freedom of expression, a lack of coercion and fear, and a determination to
make work fun influences the way employees work and the way that managers plan, organize, lead, and
control. The organization's culture is reinforced even by the office environment which is open, versatile,
and creative.
134)
Workplace spirituality seems to be important now for a number of reasons
a.
Employees are looking for ways to counterbalance the stresses and pressures of a turbulent pace of
life.
b.
Contemporary lifestyles underscore the lack of community that many people feel. People are looking
for involvement and connection.
c.
Aging baby boomers are reaching mid
-
life and looking for something meaningful in their lives,
something beyond the job.
d.
Individuals desire to integrate their personal life values with their professional lives.
e.
For some, formalized religion hasn't worked. These individuals continue to look for anchors to replace
a lack of faith and to fill a growing sense of emptiness.
To increase workplace spirituality within their organizations, managers can work to promote five primary
characteristics
a.
Strong sense of purpose
Spiritual organizations build their cultures around a meaningful purpose.
To build spiritual organizations, managers should emphasize that while profits are important, they're not
the primary values of the organization.
b.
Focus on individual development
Spiritual organizations recognize the worth and value of
individuals. To increase workplace spirituality, managers should seek to create cultures in which
employees can continually grow and learn.
c.
Trust and openness
Spiritual organizations are characterized by mutual trust, honesty, and
openness. To promote spirituality, managers shouldn't be afraid to admit mistakes. They should be
upfront with employees, customers, and suppliers.
d.
Employee empowerment
The high
-
trust climate in spiritual organizations, when combined with the
desire to promote learning and growth, leads to managers empowering employees to make most work
-
related decisions. To promote spirituality, managers should trust employees to make thoughtful and
conscientious decisions.
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