There are two types of goals, one is task goal and another is process goal. Former is about what needs to be achieved and latter is how it is to be achieved. Therefore, both types of cultures are important. Giving specific shape to organisation's culture is of course job of leadership. You can discuss with your leadership to create following type of culture:
- culture of competitiveness
- culture of performance
- culture of ownership
- culture of innovation
- culture of values
- culture of change
- culture of welfare
- culture of celebration
- culture of teamwork
- (above all) culture of discipline
Though I have mentioned various types of culture, there is no watertight arrangement between the cultures. One single incident may give example of various types of cultures. Secondly, start working as if yours is public limited company. Never think any time that "we are just 12 employee company". If you do this, growth of your company will start happening quite rapidly.
From India, Bangalore
There were few things in my mind for asking this query:-
1. As per my previous queries and discussions, I am the only one HR in my office who has to make
HR polices. There is no any senior HR to supervise my work or guide me if I have taken right decision or not.
2.I contentiously think for the betterment,advancement and upgrading of employees as well as employer.
3. I am in learning phase, so I want to discuss more of the leadership styles along with its pros and cons.
From India, Delhi
I appreciate your intellectual curiosity. Nevertheless, limitations come with your designation. Therefore, at this stage do just fulfill the requirements of your boss. Just do what he/she says. Your major concern is earning trust of your boss. To earn trust you have to find your feet first. I understand your zeal to implement something that you have learnt in your MBA course. But then practical HR life is completely different from what you have learnt. Lest there could be mismatch between expectations of your boss and what you are doing. It could be detrimental to your career.
From India, Bangalore
To bring more task orientation, the inculcation of culture of competitiveness, culture of performance, culture of ownership, culture of innovation which Shri Dinesh Divekar Sir has pointed out would help a long way . However, there is equal relevance for people orientation too, as the adage states, "Take care of your people, they will take care of your business"
From India, Mumbai
My major concern is not to earn trust of my boss. I already won his trust so I am working here since last one year. I had discussion with my boss. We are planning to improve office culture. So, I was looking for more suggestions here on cite HR.
From India, Delhi
In regard to this discussion we need to understand the frame-work of the organisation and people associated with. At no case from the evolvement of work culture science none of the theory proved better. The science and theory does not have any flaw but fall when it clash with ego and emotions of human. The theory put by Mr. Forsyth as to define the Task-oriented and Relationship-oriented: as “Task-oriented leadership is a behavioural approach in which the leader focuses on the tasks that need to be performed in order to meet certain goals, or to achieve a certain performance standard. Relationship-oriented leadership is a behavioural approach in which the leader focuses on the satisfaction, motivation and the general well-being of the team members.
An organisation can only be result oriented when each members of the organisation understands the tasks and deliverance within the frame work of time. And organisational set-up must ready to acknowledge the task performed by the person. To put emphasis on work facilitation, Be Focused on structure, roles and tasks, ready to Produce desired results is a priority, Give emphasis on goal-setting and a clear plan to achieve goals and strict use of schedules and step-by-step plans, and a punishment/incentive system
From India, Mumbai
Examples of some companies which have used process based processes to impact bottom line
Toyota with its just in time model for reducing waste and managing inventory has benefitted.
South West Airlines also improved its turnaround time like Indigo does in India.
Some benefits of process culture:
Better quality products and in your company better programs with lesser bugs probably
If your company culture is in line with tailored process approach it will improve customer satisfaction, delivery speed, and also delivery reliability.
You will have to identify the process required for delivery, training required to staff, timely inflow of information for completing the process.
Basically your company needs to study the processes they use for completing their projects and aim at having systems which attend to processes on priority.
From India, Pune
You may call me on my mobile number +91-9900155394. In our personal discussion I will tell you what needs to be done to make organisation's culture process centric as well as task centric. Certain solutions cannot be provided unless we understand your challenges and your vision completely.
From India, Bangalore
Though I am not an expert in management studies, the answers given by professionals with up to date knowledge in the subject like Dinesh Divekar and Prabhat Ranjan to your initial question and your apt response with some follow-ups encourage me also to participate in this interesting and nice discussion. As I am given to understand, organizational culture is best reflected in the organizational climate in both of which the shared values or attitudes and the corresponding behaviour of the people in the organization become the focal points. Since yours being a small organization in the I.T sector, the growth and development of it depend on your competitive edge which is determined by the time-bound qualitative delivery of your services to your clients. If you lean more towards process-orientation, of course you would be very successful in terms of growth in the short-run. But, development of any organization encompasses over all structural changes which is certainly a long-term affair. Simply put, by process-oriented or task-oriented approach you tend to micro-manage and by people-orientation you lead or inspire. What is essential is a mash up of both.
From India, Salem
It is always small is good. That is why we say, small is beautiful. As you say that you are the only one in HR to look after the affairs of the company. Always give emphasis on system and introduced system which will run the show, not the men. Always hire or select raw candidates, to whom you can inject your system to their vein and will act as per your system. You & the team prepare SOP and circulate among all to adhere. If required your management can conduct training on the subject. Our objective/motto to Achieve the GOAL. To achieve the Goal at any cost or any means, it should not be the attitude rather by a process. Do not insist for a change always, try to mend or repair but more changes would cause lost of originality.
From India, Mumbai
To implement your knowledge in the organization first thing you need to do is "SET AN EXAMPLE".
first try to make your work area system oriented and always first try to get low hanging fruit,means start with the easiest area.
This will make you to gain confidence with your top management and then go step by step to other areas too.
From India, Jhajjar
Dineshji, Nathroa Sir and all the respected members have given excellent insight on the subject.I appreciate the way our seniors are guiding us.
As per my views and experience,process oriented, procedure based organisations usually do have very strong base and management with latest technology at hand to take care of systems at work including the training which is one of the most important part right from the beginning to the end.
However the most important for any organisation is their people (Employees). They are assets of the organisation.I therefore would say"Look after the staff first and they will take care of every customer".Here I am talking about people oriented organisations where culture, environment, facilities,accessibility and awareness is called for before stepping into the process and procedures.
I strongly recommend the policy that if people are taken care of and trained to know their responsibilities and accountability the objective of both employee satisfaction and organisational goals can easily be achieved. Discipline is good, but too much of micromanagement ruins the professional relationships. Leaders don"t micromanage they simply manage and keep things simple for every body.
From India, Vadodara
I agree with Mr. Prabhat and Mr. Dinesh,
Practically I would suggest you to -
Task and People both are equally important, if any of one lacking behind in the industry you may face difficulties to achieve Organization's Vision, Mission and Goals.
As you are in IT sector,
1. Strengthen your PMS practices, link with KRAs, many of the industries are following KRAs but not adopting properly, then it becomes liability for the Organizations. Serious measures and milestones to be stepped and reviewed it accordingly. Be aware review system must be adhere properly otherwise it wont reflect in the performance.
2. Develop a culture of competitiveness, go for 5 S activities and rolling rewards, KAIZEN in one of the excellence practices which creates team work and healthy competition.
3. Start communication meet quarterly with the team, where Top management will share on FY targets and what measures to be taken to achieve the goal and the should be reflected in action plan and this to be tracked by nominated person.
4. Training ratio should be 60% Technical, 40% Behavioral, MDP, Awareness.
Try to develop these practices in the organization and you can sense positive changes at least after 8-12 months.
Remember whatever you are doing good practices for people orientation must be continued for balancing both.
From India, Kanpur