Ten Parameters of Good Corporate Culture

Sometime in the 1980s, I read a book written by Manfred Kets de Vries who claimed to have found six types of corporate cultures. The most intriguing thesis of the book was that actually most organizations are not sick, but not entirely healthy: the so-called lingering organizations. The other five types of organizations are: the dramatic organization, the depressive organization, the paranoid organization, the coercive organization, and the schizophrenic organization.

The dramatic organization is hyperactive, impulsive, very adventurous and dangerously unrestrained. The decision-makers base their ideas on intuition and impressions instead of facts. The leaders use their charisma to concentrate all the power in the top. They can therefore undertake very risky operations. They do these things to create a completely different environment without really considering the existing business environment. Their goal is unlimited growth. The man in the top wants to be the center of everything. He wants to show what a good leader he is. Without really considering the reality, this kind of behavior can easily result in great disasters.

Cross Cultural

The depressive organization is characterized by apathy, lack of self-confidence and conservatism. The communication climate is passive and aimless. The activities are implemented according to predetermined programs and routines. The employees are never asked to show initiative. In stable markets, long established companies can withstand many crises despite their depressive state. They can survive as long as the technology and the competitive pattern remain the same. The environment of these organizations is usually protected with trade agreements and fixed tariffs.

Ten Parameters of Good Corporate Culture

The paranoid organization is characterized by extreme suspicion at the top. This is mirrored by the extreme emphasis on procedures which are aimed to collect information and exert control. A complex information system is created to analyze all the dangers of the outside world. Procedures are written down in detailed manner and everybody is obliged to continuously write reports. This need to regulate everything and be alert all the time results in 'the institutionalization of suspicion'. There are a lot of meetings to collect the same information from different people. The advantage is that the leaders will get the right information, but the side effect is that mutual trust is diminishing. A lot of precious time and energy is lost while the morale is decreasing all the time.

The coercive organization is addicted to rituals. Every move is literally planned. The implementation of the plans is carefully monitored; all activities are usually routine activities. The emphasis is laid on correctness and completeness when the predetermined methods are used. Rituals have become norms. Just like in the paranoid organization, the coercive organization depends on formal control and information systems. There is, however, one important difference; coercive organizations are really meant for monitoring budgets and productivity. The paranoid organization on the other hand, is mainly interested in things which lie outside its span of control.

Like the depressed organization, the schizophrenic organization is suffering from lack of effective leadership. The leaders of a schizophrenic organization are not doing a good job. They are afraid to establish new contacts because they had bad experiences in the past. These leaders have reached a stage in their career in which they are not interested in leading anymore. If they are lucky, this problem is solved by the middle managers, but these middle managers are usually only interested in their own interests. The average middle manager will usually become servants who just want to win the favors of their directors. The directors are constantly in doubt, because they don't know which proposals to accept from their subordinates. A consequence is that plans are implemented half-heartedly and actions depend on the mood of the day. Lack of consistent and consequent leadership is the most important characteristic of the schizophrenic organization.

The lingering organizations, finally, usually have problems with the central values, norms, and beliefs. If the leaders are not trying to disseminate these aspects or are even against it, subcultures will be created which are not independent. Other characteristics of lingering organizations are: internal company politics is more important than efficiency, promises and deals are oftentimes neglected and the leaders are not really interested of their employees.

So, what are then the characteristics of truly healthy organizations? Here are ten parameters of good corporate culture:

1. Pride of the organization:
Employees defend their company against unjustified critique and they say that they like working for their company;
2. Orientation towards (top) achievements:
'In our company, everybody tries to do a better job' and 'our company is number one and that should stay so';
3. Teamwork and communication:
Employees listen well and try to understand the ideas/opinions of others and employees and managers really try to help each other;
4. Supervision and leadership:
Managers are really interested in the problems of others and it is customary to ask help when needed;
5. Profit orientation and cost awareness:
All expenditures are evaluated if they are effective or not and all members are strongly thinking about profit;
6. Employee relationships:
Employees are not trying to better themselves from the mistakes of other employees and new employees are accepted quickly;
7. Client and consumer relations:
Everything is oriented towards a better service for the customer;
8. Honesty and safety:
Safety rules are strictly implemented and everybody sees company properties as being sacred;
9. Education and development:
Everybody supports education and training programs and the company really tries to develop its employees
10. Innovation:
Systems and procedures are constantly being pursued and new ideas are always welcome.

Ten Parameters of Good Corporate Culture

My name is Martin Hahn Ph.D. and I am an industrial sociologist with more than 20 years experience in teaching, management consulting, and corporate training. For more info and purchase my e-book, please visit: http://martinimhahn.com. All requests will be handled professionally and your communication problem will be handled in strict confidence.

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Free Printable Bible Trivia Questions and Answers For You to Use

Need printable bible trivia for a party or another occasion? Here are some bible related trivia questions with the answers. You can print them out, and use a black felt pen to cover the answers. Presto! Free printable bible trivia quizzes!

How much time did Jonah spend in the belly of the whale?
A: Three days and three nights.

Cross Cultural

Why did a Bible published in London in 1632 become known as the Wicked Bible?
A: Because "not" was missing from the seventh commandment, making it "Thou shalt commit adultery."

Free Printable Bible Trivia Questions and Answers For You to Use

The name of God is not mentioned in only one book of the Bible. Which one?
A: The Book of Esther.

What kind of wood was used to make Noah's Ark?
A: Gopher wood, according to Genesis 6:14.

Who was the only Englishman to become Pope?
A: Nicholas Breakspear, who was Adrian IV from 1154 to 1159.

For what event in February 1964 did evangelist Billy Graham break his strict rule against watching TV on Sunday?
A: The Beatles' first appearance on "The Ed Sullivan Show."

According to the Bible, what substance was used to calulk Noah's ark and to seal the basket in which the infant Moses was set adrift on the Nile?
A: Pitch, or natural asphalt.

How old was Moses when he died?
A: He was 120 years old, according to the Bible (Deuteronomy 34:7).

How tall was Goliath, the Philistine giant slain by David with a stone hurled from a sling?
A: "Six cubits and a span,"

What biblical Babylonian king cast Daniel into the lion's den for praying to God in defiance of a royal decree?
A: Darius the Mede (Book of Daniel, Chapter6).

What is the longest name in the Bible?
A: Mahershalalbashbaz, which is also written Maher-shalal-hash-baz. (Isaiah 8:1).

In the Bible, which of the four horsemen of the Apocalypse rides a red horse?
A: War (Book of Revelation).

How many books of the Bible are named for women?
A: Two - Ruth and Esther.

What language is Jesus believed to have spoken?
A: Aramaic -- an ancient language in use on the north Arabian Peninsula at the time of Christ. A modern version of the language is spoken today in Syria and among Assyrians in Azerbaijan.

In the Bible, for what "price" did Esau sell his birthright to his younger twin brother, Jacob?
A: Pottage of lentils (Genesis 25:29-34).

What did the lords of the philistines offer Delilah for revealing the secret of Samson's strength?
A: They promised the sum of 1,100 pieces of silver each, according to the Bible (Judges 16:5).

In the Old Testament, who was Jezebel's husband?
A: Ahab, King of Israel (I Kings 16:28-31).

What bird is named for the apostle Peter?
A: The petrel, from a diminutive form of Petrus, or "Peter," in Latin.

What was the first town in the United States to be given a biblical name? Hint: Its name is the most common biblical place name in the country.
A: Salem, Massachusetts. Salem is the shortened form of Jerusalem, which means "the city of peace" in Hebrew.

In the Bible, who did the sun and moon stand still before?
A: Joshua.

Who is the only woman whose age is mentioned in the Bible?
A: Sarah.

Free Printable Bible Trivia Questions and Answers For You to Use

Free fun printable bible trivia for you to use as you wish: TriviaCountry Bible Trivia - Thousands of fun trivia questions on all topics.
Free fun triviaTrivia Questions with Answers - Thousands of fun-filled free trivia questions on all topics complete with answers.

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Cross Cultural Training

As economic and political spaces between nations become smaller and international trade continues to increase, the movement of people between countries is becoming more fluid. With competition for talented global workers increasing, companies are becoming increasingly aware that creating a cross cultural environment in the workplace is critical for long-term success.

Cross cultural training is now becoming an integral part of staff training as managers and HR staff want to ensure that effective communication is developed between employees. By educating staff through cross cultural training courses, such as cross cultural team building and communication programs, companies and organizations are becoming more competitive in the global marketplace as cross cultural synergy in the workplace grows.

Cross Cultural

Cross cultural training is a fairly broad term that covers a variety of different training programs. Each training program will have its own focus and will address the certain needs of a particular client group.

Cross Cultural Training

Generally, cross cultural training can be divided into two forms, namely cross cultural awareness training and culture/country specific training.

Cross cultural awareness training has a number of applications. Its main objective is to introduce, analyse and constructively tackle the different manifestations of culture in the workplace. It essentially deals with interpersonal interaction. For example, cross cultural team building training will aim to raise team members awareness of each other culturally in order to foster mutual trust, respect and understanding, The result of which will be clearer lines of communication. Cross cultural management training aims to equip management staff with the knowledge and skills to effectively supervise a multi-cultural staff. Cross cultural awareness training results in a more convivial and understanding work environment.

Culture/country specific training programs are generally aimed at individuals or teams that regularly visit a foreign country or who frequently interact with overseas clients or colleagues. Such training looks at one specific culture/country and covers areas such as values, morals, ethics, business practices, etiquette, protocol or negotiation styles. The aim of such training is to better equip participants with the key skills that will help in building successful business relationships.

Cross cultural training aims to develop awareness between people where a common cultural framework does not exist. In the business world in particular this manifests in better interpersonal understanding leading to more effective communication which ultimately results in a more productive business environment.

Cross Cultural Training

M. Ridha is a consultant at Kwintessential http://www.kwintessential.co.uk/cross-cultural/training.html

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8 Critical Steps to Establish a Customer Service Culture

"Every company's greatest assets are its customers,
because without customers there is no company,"
--Erwin Frand

During our recent weakened economy, many businesses have seen declining revenues and declining budgets. Declining budgets often lead to reduced staff levels and diminished services. To me, this does not make sense. I believe that it is during the down times, when service should be at the forefront and retention of loyal customers even more of a focus.

Cross Cultural

When price wars fail to drive revenues, businesses often look to service to give them a competitive advantage. Many big business marketers are returning to a "service sells" mentality, however, many sell great customer service and few deliver. The problem is that few marketers have ever truly served a customer.

8 Critical Steps to Establish a Customer Service Culture

Throughout my years in business, I have had the opportunity to interact and develop a customer service philosophy. It is inherent that when you are in a service-based business, there will be times when your customer is compelled to offer you their feedback. It is what you do with this feedback that will shape the future and their impression of your business.

Upon reflection, most all of my interactions with displeased customers were not the result of a poor product, but rather a disappointing customer experience. Why is that? Because, product is not personal, customer service is. Briefly, I would like to share with you eight critical steps to establish a customer service culture.

1. Customers are the reason for work, not an interruption of work

This sounds really obvious doesn't it? How many times have you gone into a business only to wait while someone is on the telephone or busy doing some "non-service" task? Employees often lose sight of the importance of the customer and get consumed in lesser day to day tasks. Sure, there are tasks that need to be accomplished, but you cannot afford to sacrifice service to get them done. Good customer service must be a priority for you and your team. Without your customers, you have no company!

2. Train, train, and continue to train.

o Cross train your entire staff to be able to assist a customer regardless of their department. When a customer becomes upset they want their problem solved not to be shuffled between employees that are not empowered or enable to assist them.

o Offer continuous customer service training for your staff and once they are providing good service, continue to train them.

o Utilize role play situations to assist your staff in recognizing and experiencing both easy and difficult service opportunities. If an employee has a level of comfort with a difficult situation, they will be able to better handle it.

3. Empower your staff to serve

o Establish a system of resources for your staff to serve the customer. Allow them latitude to take the necessary action to provide exceptional service and resolve any issues should a customer become disgruntled. Create a structured system to allow your staff to serve customers.

o Establish a discretionary budget that an employee may access to recover a customer before you lose them. I recently learned that a major hotel chain has a monetary fund available per year and per employee enabling them to go above and beyond to ensure exceptional service. This empowers the employee to right a wrong or create a "memorable" customer experience. I am not advocating large sums of money, but with regards to customer service, a small gesture can go a long way.

o Ask your staff what tools would enable them to provide better service. You would not send a fireman into a burning building without the proper equipment. Failing to empower and enable your staff with the necessary tools to serve you customer leaves you with few options other than poor service.

4. Make service personal

o Greet repeat customers by name, if possible.

o Offer a handshake and introduce yourself. Creating service that is personal will not only retain customers, but help diffuse difficult situations should they arise.

o Thank your customers for their patronage. It really does make a difference.

5. It is ok to say "Yes", even when you should say "No"

o Support your staff when they make customer service decisions. In my business, it is my policy that an employee can act without concern for repercussion, as long as they are meeting a customer's need. I have found this creates a greater willingness to serve the customer.

o Often times you could say "no" to a customer, however, "no" can have huge implications on your business. Ask yourself, "Am I willing to potentially lose 10 customers as result of this interaction?"

6. Offer a solution

o Shift from the problem to the process for resolution.

o Offer a choice between several options.

o Put yourself in their place.

o Involve the customer in determining the solution.

o Clearly explain any limitations that exist.

7. Recognize your staff members for outstanding service

o Implement a customer service awards program that recognizes employees for exceptional customer service. Maybe you have tried these without success and do not believe that they work. I would tend to agree if the program were like most I have seen. Try something different; break the mold. One of my most successful clients offers spa treatments for his female employees if a customer goes out of their way to recognize them for great service. Another client provides his employees with a "day off with pay" incentive for every five unsolicited, positive customer comments that he receives. These are just a few examples that are "outside the box." Be creative and generate a little excitement in your staff for customer service.

o Take the time to acknowledge employees at staff meetings. People want to leave their mark and feel that they matter. Taking the time to recognize them in front of their peers can make a real difference.

8. Ask your customers what they think of your service

The best way to find out if you are satisfying customers is to ask them. Formal efforts could include customer surveys, questionnaires, interviews or comment/suggestion cards. Informally, get out and talk with your customers and your staff. Ask them how they feel about service you are providing. Ideally, use a combination of both methods.

You may be thinking, "Why should I go ask for trouble? Who knows what I might hear if I ask?" That is the point. As you will see in the statistics below, most customers will not voice their disappointment with your service levels. They will simply leave and never return. If you do not ask about the quality of your service, you might make the wrong assumptions and feel that you can reduce service levels because you get few complaints and lead your organization into areas that turn off your customers or cause problems that you never intended.

On the other hand, asking your customers about their satisfaction sends a message to them that you care about your business and about them. While you might hear some criticisms, you might also learn what you are doing right and see what you should modify.

In addition to the information, you will benefit from the interaction. Every interaction is a customer service opportunity. Make the most of each and every one.

Most of us continue doing business with people and businesses who give good service. We might not say anything, but we reward good service providers by continuing to do business with them. If the service is outstanding, we will probably tell our friends and colleagues about it. Likewise, when we receive poor service most of us vote, not with our voice, but with our feet--we just leave.

In the 1980's the White House Office of Consumer Affairs commissioned a report called the TARP study. The report revealed the following facts about unhappy customers:

96% of dissatisfied customers do not complain directly.

90% will not return.

One unhappy customer will tell nine others.

13% will tell at least 20 other people

Superior customer service is one of the most difficult deliverables facing the business world today. Selling service is the easy part, delivering on that promise offers a tremendous challenge. So I ask you, what can you do to improve the service you provide? Implement these eight steps and begin to excel at providing a superior customer culture today!

©Anthony Mullins - Elite Coaching Alliance 2005

8 Critical Steps to Establish a Customer Service Culture

Anthony Mullins is an experience senior executive and disciple of Jesus Christ committed to discipling men for Christ. He holds a Bachelor's Degree in Finance and Master's Degree in Theological Studies from Liberty Baptist Theological Seminary. He can be found on LinkedIn and Twitter (amullinsgolf).

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