Skip to main content

Good apple, bad apple and Organisational Culture!

People are most essential component of culture building. As a new employee, people are oriented to organisation culture, i.e. set of values, belief and vision of the organisation.
People learn those quickly and become successful by imbibing those values in their day to day functioning. But not all people are part of organisation culture and possibilities are there that, over a period of time, organisation finds pockets of dis-jointed culture beds in the organisation.
Birds of a feather flock together and so people start building their comfort zones based on certain values that may not be in line with organisation's core values and many a times they may be in conflict with established core values and beliefs of the organisation.
Those who are not ambitious, generally, create a non-competing environment and they do not allow anyone who disrupts their pace of work and thinking! Slowly, these weaklings form a coterie of like minded average snoopers. They set their own rules of the game, they define their own sets of values and ethics and the definitions of 'right' and 'wrong'. They build secret rules to keep a performer at bay! They do not appreciate anyone who questions status quo, conventions, authority and group-think!

There are companies where nearly all good people found it difficult to survive and bad people who many a times were bosses frustrated these good people by inaction, secret play with information, promoting poor folks, ignoring good deeds and avoid all good thoughts and ideas. Make work look like not so important, cut  quality discussions short and change reporting to average and poor supervisors in a way to frustrate good people.
Send bad people for corporate programmes and send important files and information to only a few favorites and when others ask for that file, doc or information for functioning, ask that person to contact the favorite stooge! That favorite stooge is so trained SOB/DOB that he/she frustrates the good employee by not sharing the information in time, making excuse, then sharing part of information and hiding a lot of important piece of information!

Senior management must be careful about such business going on in the organisation.

In short, how bad managers frustrate good employees-

1. Do not help him settle down
2. Share half truth and less than required information
3. Play football of him and throw him to other B**t***s for seeking knowledge and information
4. Do not invite him for important meetings or invite him in last minute and apologize for forgetting him
5. Answer his questions and queries telling, "that is not important", you can check the intranet, check the shared drive, check that file, talk to that guy, etc.
6. Do not assign important and value adding tasks to him and if he asks for some good work that is available, ask him to work with an AssH*l* team member, who would not help him or ask him to help. He will just play hide and seek.
7. Tarnish his image with seniors by mentioning that he/she has higher expectations and does not like how we do things here! He may take time, etc!
8. Promote well-known AssHo** and ask this guy to report to him.
9. Give him some stupid data entry or low end job and mention that senior boss is asking for this data fast! This poor guy spends his long evenings and sends his manager the file. Makes good analysis and presents data very well. Manager does not even respond and even when meets him sometime, says on employee's inquiry about that report that, his (manager's) larger report and analysis that he was working on for senior management actually could not find much in employee's report. Manager will not even mention one good aspect about that report but will pass by and look back after 10 seconds and tell this employee from 25 feet, "BTW, thank you for that report".
10. Discuss only the tasks not accomplished at the review!

You can build a bigger list....just pool in ...

Comments

Popular posts from this blog

What is The Hay Group Total Reward Framework

The Hay Group Total Reward Framework
A new way of understanding reward
Reward strategies must be anchored in business reality to be effective. Which means linking it to your business strategy – and the needs of your employees as well as your organisation. Our Total Reward Framework helps you optimise reward, no matter how challenging the conditions.



The issue
Remuneration tends to be one of the worst-managed parts of an organisation’s cost structure. But with 10-70 per cent of total costs wrapped up in it, reward cannot be ignored, particularly in a downturn. To be effective, reward programmes must reflect the needs of the business, now and in the future. Only if they are tied closely to company strategy, business performance and the needs of employees can reward programmes deliver the ROI that is needed in tough times[MK1] .
The Hay Group Total Reward Framework takes strategy as a starting point – and it focuses on total reward: every financial measure together with non-financial rewards …

Aon Hewitt Total Rewards Framework

Aon Hewitt Total Rewards Framework The Aon Hewitt model and approach believes in considering Total Rewards as a business tool and very much linked to overall business objectives!
Reward as understood is a very complex mechanism and some efforts of correcting the base pay and titling in a hurry by many MNCs in India have done a bigger crime by trying to correct it by market adjustments without looking at the talent map, complexity and expectations out of role and mapping it against the benchmark. Titles in India are a big misnomer and hardly any survey on compensation ever probes and captures and calibrates the tangible outcome based bench marking!

If we dive deep, we will find that the key factors of Education, Experience and Quality of Education, Quality and relevance of experience and education are not calculated granular!
A diploma holder technical manager gets the salary benchmarked for the top T-school manager with top quality experience in a challenging and break-through innovat…