ransforming organizational culture for maximum growth is to assisted participants overcome their disempowering conditions; raise values and standards of Verve.
The employee’s vision, beliefs and objectives was synchronized with those of the Company and it was meant to achieve a true culture of success and continued excellence.
The culture of any organization depends on the attitude of those within.
ATTITUDE IS EVERYTHING.
In the 3 days training and team building exercise, it was learnt that success is 80 % psychology (attitude) and 20 % mechanics (skills). Attitude is a program in the mind. Dealing with negative attitudes in the work place is one of the biggest challenges facing businesses, managers, and employees. A person with a negative attitude has the power to influence others and the same applies for a person with a great attitude.
In transforming Verve’s organizational culture; the following was noted:
It is more difficult to change the culture of an existing organization than to create a culture in a brand new organization. When an organizational culture is already established, people must unlearn the old values, assumptions, and behaviors before they can learn the new ones.
The two most important elements for creating organizational cultural change are executive support and training.
Employee belief and support: Executives in the organization must have positive belief and support the cultural change, and in more ways beyond verbal support. They must show behavioral support for the cultural change. Executives must lead the change by changing their own behaviors. It is extremely important for executives to consistently support the change.Training: Culture change depends on behavior change. Members of the organization must clearly understand what is expected of them, and must know how to actually do the new behaviors, once they have been defined. Training can be very useful in both communicating expectations and teaching new behaviors.