ORGANIZATIONAL VALUES and CORPORATE CULTURE

ORGANIZATIONAL VALUES and CORPORATE CULTURE

Musings

By VIKRAM KARVE

Organizational Values may be categorized into: 

1. Stated Values

2. Visible Values

3. Invisible Values

Stated Organizational Values can be ascertained by studying various documents, HR, Quality and Operating Procedures, service rules and regulations, vision and mission statements pertaining to the organization. 

For example, Organizational Ethical Values will be enshrined in the Code of Conduct.

If the organization values punctuality there will exist laid down penalties for late-coming and absenteeism and, maybe, certain positive incentives for regularity in attendance and timely completion of work. What constitutes misconduct and proper workplace demeanour will be clearly stated where discipline is valued.

Visible Organizational Values are evident from visible manifestations like Dress Code (Formal, Informal, Functional, Uniform), Titles and Job Descriptions, Organizational Structure (Flat versus Hierarchical), Work Culture (traditional, line-staff, bureaucratic, functional, process, time-based, network, matrix, scientific temper, family), Salary, Perks and Compensation Structure, Workplace Environment (interpersonal relationships, feedback, grievance redressal mechanism and its implementation, gender sensitivity, encouraging environment for innovation, creativity and feedback, and a positive happy friendly workplace atmosphere).

Invisible Organizational Values can be sensed as “vibes” and can be derived from intangibles like morale, undercurrents, office politics, private conversations, an atmosphere of intrigue, secrecy and rumours, an air of complacency, attitudinal issues, or even positive manifestations like “feel good factor”.

It is important to explore all three manifestations of organizational values:

Stated Values

Visible Values

and 

Invisible Values

and discover congruence as well as mismatches.

For example, a Stated Organizational Value may be “People are our most important asset”. 

But when you start observing you may discover that Visible and Invisible indicators reveal a different story.

Start with your own organization, your workplace, and observe carefully. Are the three types of values (stated values, visible values and Invisible Values) in harmony or is there a hypocrisy between the three.

Remember, it is the prevalent Organizational Values that determine the Corporate Culture of an Organisation.

VIKRAM KARVE
Copyright © Vikram Karve 
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work. 
© vikram karve., all rights reserved. 

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About Vikram Karve

A creative person with a zest for life, Vikram Karve is a retired Naval Officer turned full time writer and blogger. Educated at IIT Delhi, IIT (BHU) Varanasi, The Lawrence School Lovedale and Bishops School Pune, Vikram has published two books: COCKTAIL a collection of fiction short stories about relationships (2011) and APPETITE FOR A STROLL a book of Foodie Adventures (2008) and is currently working on his novel and a book of vignettes and an anthology of short fiction. An avid blogger, he has written a number of fiction short stories and creative non-fiction articles on a variety of topics including food, travel, philosophy, academics, technology, management, health, pet parenting, teaching stories and self help in magazines and published a large number of professional  and academic research papers in journals and edited in-house journals and magazines for many years, before the advent of blogging. Vikram has taught at a University as a Professor for 15 years and now teaches as a visiting faculty and devotes most of his time to creative writing and blogging. Vikram Karve lives in Pune India with his family and muse - his pet dog Sherry with whom he takes long walks thinking creative thoughts.

Vikram Karve Academic and Creative Writing Journal: http://karvediat.blogspot.com
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Email: vikramwamankarve@gmail.com

      

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