How can we make office culture more process/task oriented rather than people oriented?

How can we make office culture more process/task-oriented rather than people-oriented? Is this a good approach?

Dear Richa,

There are two types of goals: one is a task goal, and the other is a process goal. The former is about what needs to be achieved, and the latter is how it is to be achieved. Therefore, both types of cultures are important. Giving specific shape to an organization's culture is, of course, the job of leadership. You can discuss with your leadership to create the following types of sub-cultures:

- a culture of self-learning
- a culture of competitiveness
- a culture of performance
- a culture of ownership
- a culture of innovation
- a culture of values
- a culture of change
- a culture of welfare
- a culture of celebration
- a culture of teamwork
- a culture of measurement
- (above all) a culture of discipline

Though I have mentioned various types of cultures, there is no watertight arrangement between the cultures. One single incident may give an example of various types of cultures. Secondly, start working as if yours is a public limited company. Never think at any time that "we are just a 12-employee company." If you do this, the growth of your company will start happening quite rapidly.

Thanks,

Dinesh Divekar

Dear Dinesh Divekar,

There were a few things on my mind regarding this query:

1. Based on my previous queries and discussions, I am the only HR personnel in my office responsible for creating HR policies. There is no senior HR individual to supervise or guide me on whether I have made the right decisions.

2. I continuously strive for the betterment, advancement, and development of both employees and the employer.

3. I am in a learning phase and would like to discuss various leadership styles along with their pros and cons.

Thank you.

Dear Richa,

I appreciate your intellectual curiosity. Nevertheless, limitations come with your designation. Therefore, at this stage, just fulfill the requirements of your boss. Just do what he/she says. Your major concern is earning the trust of your boss. To earn trust, you have to find your feet first. I understand your zeal to implement something that you have learned in your MBA course. But then practical HR life is completely different from what you have learned. Lest there could be a mismatch between the expectations of your boss and what you are doing. It could be detrimental to your career.

Thanks,
Dinesh Divekar

In general, organizations tend to be task-oriented and take people for granted. There is the famous Blake & Mouton Managerial Grid Theory on the various leadership styles an organization can adapt. It can be said with certainty that organizations have to balance between their task orientation and people concern; either of the two in excess is bad.

To bring more task orientation, the inculcation of a culture of competitiveness, a culture of performance, a culture of ownership, and a 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."

Dear Dinesh Divekar,

My major concern is not to earn the trust of my boss. I already won his trust, so I have been working here for the past year. I had a discussion with my boss, and we are planning to improve the office culture. Therefore, I am looking for more suggestions here on the CiteHR platform.

Thank you.

Dear Richa,
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

Dear Prabhat sir,

My organization is a "pvt. ltd." IT company and has around 55 employees. There is only one Director, and I am the only HR in this company.

Kindly, let me know some positive aspects of a process-oriented work culture if possible.

An organizational culture that supports the design and maintenance of efficient and effective business processes constitutes a process culture. Business processes are a logical link between business strategy, business model, and day-to-day operations. Process culture is a signature mark of employee behavior, attitude, and practices that drive all the activities performed on a daily basis to positively and consistently impact strategic objectives.

Examples of some companies that have used process-based approaches to impact their bottom line include Toyota, with its just-in-time model for reducing waste and managing inventory, and Southwest Airlines, which improved its turnaround time similarly to Indigo in India.

Some benefits of a process culture include better quality products and, in your company, better programs with fewer bugs. If your company's culture aligns with a tailored process approach, it will enhance customer satisfaction, delivery speed, and delivery reliability. Identifying the necessary processes for delivery, providing staff training, and ensuring timely information flow are crucial aspects of this approach.

Essentially, your company needs to study the processes used to complete projects and focus on implementing systems that prioritize process efficiency.

Dear Richa,

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 the organization's culture process-centric as well as task-centric. Certain solutions cannot be provided unless we understand your challenges and your vision completely.

Thanks,

Dinesh Divekar

Dear Richa,

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 understand it, organizational culture is best reflected in the organizational climate, in both of which the shared values or attitudes and the corresponding behavior of the people in the organization become the focal points. Since yours is 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 a process-oriented approach, of course, you would be very successful in terms of short-term growth. However, the development of any organization encompasses overall structural changes, which is certainly a long-term affair. Simply put, by a process-oriented or task-oriented approach, you tend to micro-manage, and by a people-oriented approach, you lead or inspire. What is essential is a mash-up of both.

Dear Richa,

It is always said that small is good. That is why we say, "small is beautiful." As you are the only one in HR looking after the affairs of the company, always emphasize the system and introduce a system that will run the show, not the individuals. Always hire or select raw candidates to whom you can instill your system and who will act in accordance with it. You and the team should prepare SOPs and circulate them among all to ensure compliance. If necessary, your management can conduct training on the subject. Our objective and motto are to achieve the GOAL. To achieve the goal at any cost or by any means should not be the attitude, but rather a process. Do not always insist on change; try to mend or repair, as too many changes could lead to a loss of originality.

Dear Richa,

To implement your knowledge in the organization, the first thing you need to do is "SET AN EXAMPLE." First, try to make your work area system-oriented and always aim to start with the low-hanging fruit, meaning begin with the easiest area. This approach will help you gain confidence with your top management, allowing you to progress step by step to other areas as well.

Sanjay
Ambala

Dear Richa,

Dineshji, Nathroa Sir, and all the respected members have given excellent insight on the subject. I appreciate the way our seniors are guiding us.

In my view and experience, process-oriented, procedure-based organizations usually have a very strong base and management with the latest technology at hand to take care of systems at work, including training, which is one of the most important parts from the beginning to the end.

However, the most important aspect for any organization is their people (employees). They are assets of the organization. I would, therefore, say, "Look after the staff first and they will take care of every customer." Here, I am referring to people-oriented organizations where culture, environment, facilities, accessibility, and awareness are essential before implementing processes and procedures.

I strongly recommend the policy that if people are taken care of and trained to know their responsibilities and accountability, the objectives of both employee satisfaction and organizational goals can easily be achieved. Discipline is good, but too much micromanagement ruins professional relationships. Leaders don't micromanage; they simply manage and keep things simple for everybody.

Dear Richa,

I agree with Mr. Prabhat and Mr. Dinesh. Practically, I would suggest you to focus on both Task and People as they are equally important. If either one is lacking in the industry, you may face difficulties in achieving the Organization's Vision, Mission, and Goals.

Since you are in the IT sector, here are some recommendations:

1. Strengthen your PMS practices and link them with KRAs. Many industries follow KRAs but do not adopt them properly, leading to liabilities for organizations. Implement serious measures and milestones, and review them accordingly. Ensure that the review system is adhered to properly, or it will not reflect in the performance.

2. Develop a culture of competitiveness by engaging in 5S activities and implementing rolling rewards. KAIZEN is an excellent practice that fosters teamwork and healthy competition.

3. Conduct quarterly communication meetings with the team, where top management will share FY targets and the necessary measures to achieve goals. These should be reflected in an action plan and tracked by a nominated person.

4. Maintain a training ratio of 60% Technical and 40% Behavioral, including MDP and Awareness programs.

By implementing these practices in the organization, you can expect to see positive changes within 8-12 months. Remember, good practices for people orientation must be continued to maintain balance.

Kind regards,

[Your Name]

Dear All,

This is a recommendation that participatory approaches will help to improve the work culture of any organization. Our organization is an expert in this. Anyone needing help, please let me know.

With regards,
Shishupal