QUESTION:

ANSWER: ORGANISATIONAL VALUES & RELATIONSHIP BETWEEN VALUES

AND CULTURE
INTRODUCTION- An organization is an artifact, social entity has structured activities,
nominal boundaries and it is goal directed. Values can be explained in few perspectives
according to various sources. In ethics, value represents importance of physical and abstract
objects which is ideal accepted by individual and group. Organizational values drive the way we
influence, how we interact with each other and how we work together to achieve results.
Organizational values are not descriptions of the work we do or the strategies we employ to
accomplish our mission, they are the unseen drivers of our behavior based on our deeply held
beliefs that drive decision-making. Organizational values are the guiding principles that provide
an organization with purpose and direction. They held companies manage their interactions with
both customers and employees. These abstract ideas guide the way people within an organization
think and act in everything they do and may even inspire the company’s creation. Organizational
values promote healthy growth of an organization. According to maslow’s hierarchy of needs
humans have a fundamental need to associate with something that they can feel proud. With the
tight association all members have with an organization, individual’s membership is defined and
subsequently creates a committed workforce. Organizational values also let members of the
organization stay motivated. The external motivation by managers is less effective than a routine
based society and work process. Therefore organizational values should be taken into
consideration to promote intrinsic motivation of the organization members. Assessing the values
of an organization can help you learn what matters to the company and working for companies
whose values align with your own can help you feel fulfilled and motivated. When you become
involved with a company with similar values, it can help your work toward goals you share.
CONCEPT- An Organization can have the best designed processes but still cannot be the world
class organization if humans, as part of the key factor are not behaving how they should be.
Other than processes, policies and practices also include organizational enablers. An enabler is a
technical facility or resource that makes it possible to perform a task, activity or processes.
Organizational values also influence the organizational enablers directly, which consequently
impact the organization’s policies and practices. Some organization spend huge amount of
investment to review and redesign processes. The design teams tend to be ambitious to design
processes that ‘work on paper’. Issues arise during the execution phase. Situations become more
complicated if staffs are not governed by the organizational values. Some organizational values
are not consciously created but are part of fabric of the organization, as a result of founder’s
views. Values might be discovered and practiced by founders during the early days. Values
remain unchanged but evolved over the years unnoticeably until the organization decided to
encapsulate it in words and lay as fundamental part of the way the organization thinks.
Organizational values are ideology of an organization and practiced by organization from the
employee treatment, technology development, customer or any other external environment
interaction. It is part of the important element that forms organization’s culture and it emanate
deep from an organization’s soul. Many organizations today focus on technical competencies
when hiring people, overlooking the importance of cultural fit and the underlying behavioral
competencies. While technical capability is a prerequisite for most roles, it is values alignment
that will determine the candidate’s ability to contribute and make the organization more
resilient.
Relationship between organization values and culture- Values can help define an
organization’s personality and help it stand out from the crowd. They can make a statement
about where a company stands and what it believes in. They can give people focus and a greater
sense of purpose and engagement , reinforcing a company’s broader goals and feeding into
everyday decisions and work. And crucially values act as one of the building blocks of
organizational culture, giving a consistent reference point, even in times of change.
Organizational culture and values are closely related because organizations are generally
founded with certain values in mind. These values tend to influence the organizational structure
but they may change over time as different people take on different roles in the organization and
the overall culture changes. Whereas values inspire organizations to act in goodwill in lieu of
legal repercussions the company’s tone or organizational culture is observable human behavior
fashioned by the values, habits , beliefs and norms as people operate throughout the workday.
Organizational culture is generally speaking the ‘ personality’ or ‘attitude’ of a given
organization, such as a business, volunteer group, church or government office. An
organization’s culture affects and is strongly influenced by the goals and values of that
organization as well as by the management structure and the different employee.
Examples- *L.L.Bean. ranked in fortune’s 100 best companies to work for, L.L.Bean’s
dedication to customers through offerings like lifetime warranties and free shipping is reflected
in its internal culture.
*Apple’s brand ambassadors are those who subscribe to the apple values as opposed to those
who simply like the idea of being associated with Apple or the benefits of working for Apple.
CONCLUSION- WHY ARE ORGANIZATIONAL VALUES IMPOTANT?
Values promote healthy growth of an organization. It can be perceived as extension of human
values. An organization’s values provide a common purpose that all employees should
understand, work towards and live by. Values lay the foundation for what the company cares
about most. Once you define and promote your values employees come to understand the
behaviors that will lead to success.

QUESTION:

ANSWER: EMPLOYEE ENGAGEMENT & RELATIONSHIP BETWEEN EMPLOYEE

ENGAGEMENT AND ORGANIZATIONAL CULTURE
INTRODUCTION- Employee engagement is about having a clear understanding of how an
organization id fulfilling its purpose and objectives, how it is changing to fulfill those better and
being given a voice in its journey to offer ideas and express views that are taken account of as
decisions are made. Employee engagement is a fundamental concept in the effort of understand
and describe both qualitatively and quantitatively , the nature of the relationship between an
organization and its employees. An “engaged employee” is defined as one who is fully absorbed
by and enthusiastic about their work and so takes positive action to further the organization’s
reputation and interests. An engaged employee has a positive attitude towards the organization
and its values. Employee engagement first appeared as a concept in management theory in
the 1990s, becoming widespread in management practice in the 2000s, but it remains
contested. It stands in an unspecified relationship to earlier constructs such as morale and job
satisfaction. Despite academic critiques, employee engagement practices are well established in
the management of human resources and of internal communications. Considering that employee
engagement initiatives are often essentials to producing a motivated, focused workforce. Every
business will have different requirements from their employees. Some may be going through a
period of rapid growth and need staff to feel motivated and involved in the change taking place
around them. Others may have multiple teams working across the organization and require a
close understanding and cooperation between these disparate sets of employees. Employee
engagements today has become synonymous with terms like ‘employee experience’ and
‘employee satisfaction’. The relevance is much more due to the vast majority of new generation
professionals in the workforce who have a higher propensity to be ‘distracted’ and ‘ disengaged’
at work.
CONCEPT- Employee engagement is based on trust, integrity , two way commitment and
communication between an organization and its members. It is an approach that increases the
chances of business success, contributing to organizational and individual performance,
productivity and well-being. It can be measured. It varies from poor to great. It can be nurtured
and dramatically increased, it can be lost and thrown away. Employee engagement is the strength
of the mental and emotional connection employees feel toward their place of work. It is the
degree to which employees invest their cognitive, emotional and behavioral energies toward
positive organizational outcomes. Employee engagement is about understanding one’s role in an
organization and being sighted and energized on where it fits in the organization’s purpose and
objectives. Employee engagement is defined by commitment and passion, it goes beyond
activities, games and events. Employee engagement drives performance. The benefits can not be
overstated. Engaged employees look at the whole of the company and understand their purpose,
where and how they fit in. This leads to better decision-making. Organization with an engaged
workforce outperform their competition. They have a higher earning per share(EPS) and recover
more quickly after recessions and financial setbacks. Engagement is a key differentiator when it
comes to growth and innovation.
Relationship between employee engagement and organizational culture- About 87% of the
organizations agree that employee engagement and culture are two of their most vital workplace
challenges. The easy solution to this is to work primarily on improving organizational culture.
Then the engagement part will automatically fall in place. The culture that is prevalent within the
organization is organically going to affect employee engagement every single day. How engaged
employees are at the workplace depends on how happy and in-place they feel about the culture.
A positive work culture promotes productivity, engagement and improved employee experience.
A hostile work culture , in contrast , can affect productivity levels, increases turnover rate and
lead to employees feeling disconnected from their work and workplace. Organizational culture
and employee engagement go hand-in-hand. The strength of your corporate culture determines
how successful you are as an organization. It is the foundation on which your employees will
stand for the entire time they work for you. A structured, transparent and progressive work
culture will help improve employees engagement and as a result improve employees
performance level too. So, if you want to build a high-performing workforce, the first thing you
should invest in is improving your workplace culture.
Example- Tesla, Inc, alarmed by the high number of injuries as its Fremont car assembly plant,
used more transparent communication as an employee engagement strategy to improve safety.To
do this, the electric car makers’co-founder and CEO Elon musk told employees that he wanted
every injury reported to him without exception, so he could understand what was needed to
prevent similar accidents from reoccurring in the future.
CONCLUSION- WHY ARE ORGANISATIONAL CULTURE & EMPLOYEE
ENGAGEMENT IMPORTANT FOR ORGANIZATIONS?
Employee engagement is the strength of the mental and emotional connection employees feel
toward their place of work. Together, well-defined organizational culture and employee
engagement activities can make employees feel like they are valued and cherished within the
organization, which affects their performance positively. Organizational cultural is a competitive
advantage that most companies ignore or are not aware of. But , when used right , this can retain
your top layer of talent , boost performance and productivity and create self-reliant, indeperndent
and responsible employees. A culture that allows employees to be open, honest and independent
nurtures efficiency and cooperation within teams. Organizations that practice an engaged culture
see their employees happy, productive and open. As a result ,such workplaces are able to retain
their top talent and grow at a much faster rate.

QUESTION:
ANSWER: CULTURAL ATTRIBUTES
INTRODUCTION- Cultural attributes to help us to identify both broad and narrow aspects of a
cultural. A cultural attributes are characteristics of human action that’s acquired by people
socially and transmitted via various modes of communication. Cultural attributes are things that
allow for a part of one culture to be transmitted to another. Cultural attributes included in cultural
ergonomics methodologies such as language, nationality, history, gender ,religion, education and
geographical areas.
CONCEPT- A positive culture is one that prioritizes the wellbeing of employees, offers support
at all levels within the organization and has policies in place the encourage respect, trust,
empathy and support.
Some key cultural attributes:
*Good communication- Nothing is more frustrating for an employee than ambiguous job
expectations, which is what makes effective communication ,one of the most important thing for
a positive workplace culture. Managers should not make themselves inaccessible but should
instead strive to give their employees frequent feedback on performance. Employees themselves
should also be encouraged to communicate with each other and be provided with the proper tools
to do so.
*Employee engagement- The process of evaluating your company’s culture requires assessment
of employees and determining the factors influencing employee engagement. Ask yourself what
changes you can make to motivate and reenergize those employees who have a history of being
productive members of your team but are no longer engaged. These investments in human
capital provide a huge ROI because they create loyalty in your employees and thus in your
customers. Investing in your employee engagement is essential to your bottom line.
* Collaboration- Humans are social beings who thrive on working together as a team.
Companies that encourage collaboration help foster a camaraderie among employees that boosts
both performance and morale. Creating a sense of unity makes employees feel like they are
working for something bigger than themselves.
*Strong purpose and core values- Creating a sense of purpose among employees is a key
ingredient for any sustainable business. Building a purpose driven culture starts first with a set of
core values that are then reflected in the company’s long-term goals. For businesses with
successful, purpose-driven cultures, the company’s core values are much more than just bland
mission statements printed on the bank of the employees handbook.
*Employee retention- Retaining your employees for a long time allows you to have an
experienced pool of individuals to perform a specific task. When a company prioritize the well-
being of its staff, employee retention increases.
CONCLUSION- WHAT IS THE PURPOSE OF CULTURAL ATTRIBUTES?
The purpose of cultural attributes is team collaboration opportunities and opportunities to take on
new challenges. Team and individual rewards and opportunities for advancement. Investment in
professional development, continuing education, training and membership for employees.
Management’s encouragement of creativity and diverse problem-solving.

(b) The importance of fostering company cultural can not be overemphasized. Recognize
negative or toxic culture trends ,its time to make a change. This does not mean some group
decides what the new culture should be and then simply dictates a list of values to the company.
With this approach, little to nothing changes. It’s important to identify and address the
underlying issues so can correct the course. These four steps are a good place to start to set your
organization back on the right track-
Foster an environment of accountability from managers down to individual employees.
Discuss with teams what matters most to them.
Institute better practices based on feedback.
Continue to assess your culture.
1- Resistance to change- Employees who sow negativity at the ground level can be especially
damaging to new cultural initiatives. These people tend to speak our against management and
rally other employees behind certain ideas and concepts. Employees may revert back to what
they are used to rather than push forward with the new.
2- Lack of motivation- The best way to motivate employees to accept our culture is first to get
their buy-in and second to choose principles and values that are indisputable. You can do this by
making sure the principles on which your organization focuses make sense to your employees
and have their support.
3- Complacency- People have grown so used to the way things are that they will fight anything
new, even if it’s better , just to keep what’s familiar. Setting clear cultural expectations helps
overcome complacency.
4- Capped potential- The need for culture change in the workplace when they face the challenges
of capped employees potential. Allocating budget and time towards providing training and
resources to up skill your employees and creating and growth can help overcome this challenge.
5- Lack of ownership- Changing culture is the responsibility of everyone feels responsible to
change culture or believes they have the ability to impact it. Telling people what changes you
want to make and trying out different initiatives with teams allows you to get feedback and lets
employees know they are a vital part of the process.