It is difficult to transform the culture of an organization, and it takes a considerable amount of time. The behaviors and attitudes of some senior leaders are sensitive to culture change. Senior management has special interest and obligation in the implementation of favorable and fruitful aspects of culture and substituting to replace unfavorable and non-fruitful aspects. Productive culture is a source of sustained competitive advantage. Below are seven various things that can be put in place to make culture more accountable. Transforming culture is done by changing assumption values, and artifacts that propel the actions of the organization. The leaders can change organization through the following ways.
Focus on Results Being Sought
First, the leaders should focus on the results that are sought. Effective accountability means that the organization has a clear understanding of the results that are researched across the whole organization. This requires greater thinking and prolonged discussion about the mission and goals of the organization. The leaders should be well conversant about the whole issue and goals of the organization and the achievements that every department has set. As well as the performance expectation of every employee in the organization, leaders are easy to handle tasks if they have enough knowledge (Kaptein, 2015, p.116).
The goals that are needed to be attained should be clear. The goals of some organizations are sometimes unenforceable and ambiguous. They might have incredible resolutions, but the actions required are unclear, and the results that are determined are up to interpretations. Clear goals describe what is desired and the time needed. And when peoples are committed to pursuing the goals of the institution, positive transformations occur (Kaptein, 2015, p.116).
Giving the Responsibility to Every Individual in the Organization
An institution that has a challenging task in assigning obligations to employees is tough to achieve change. The goals of the organizations and every individual that performs every job should be clearly stated and the time to anticipate the results. This simple strategy makes it clear on top of consistent reviews of the results targeted and the results achieved. Employees should volunteer in explaining to the organization what they have attained. Efficient communication is fundamental in when attempting to clear responsibility.
Leaders Should Demonstrate Behavior Aligning With the Proposed Change
The leaders of the organization should alter their behaviors as part of cultural change. The culture change in an organization takes place rapidly when senior leaders exhibit behaviors for desirable change. The leaders should not tolerate bad behaviors that are a hindrance to transformation. The organization should put in place measures against employees who don't achieve the desired results.
Measure the Correct Performance Standards and Do It Rigorously
An organization should use standard metrics and performance to link the desired results and their goals. The results that the organization finds are obtained through doing a correct performance appraisal. Attainable goals should be put in place as compared with overambitious targets that cannot be achieved. The organization's risk is becoming imbalance if performance measures are not balanced (Kaptein, 2015, p.118).
Ensuring Cultural Artifacts Support Accountability
Cultural artifacts refer to the outward expression of values that underlie the organization and assumption that spread through it. Transforming culture in an organization is enhanced when leaders change visible artifacts. Examples of artifacts in an organization are physical surroundings like physical equipment and interior design, ceremonies, rituals, symbols, language system and metaphors, myths and sagas, and normal behavior. Organization attained culture by celebrating and promoting individuals who achieve desired results (Kaptein, 2015, p.119).
Discussing Assumptions Underlying Actions Dealing With Accountability
The quickest way to make organizational culture is changing assumptions about the culture. Because culture is an accepted way of performing things in an organization, it is not an easy task to change. But, change capable organization are skillful at listing assumptions that are fundamental to organizational actions, and altering those assumptions when they are no longer useful to the organization. Cultural change is achieved by bringing up and discussing assumptions. Moreover, change capable is achieved by paying strict attention to assumptions surrounding accountability (Kaptein, 2015, p.120).
Making Sure the Reward System is based on Accountability
The organization attains cultural responsibility by issuing rewards-based achievement of desired results. The organization should regularly reward employees who consistently deliver excellent results and display reputable accountability. Additionally, the organization should punish those employees who do not meet the expected results. The institution should implement a performance evaluation system to determine prior set targets and set targets. However, due diligence should be exercised when choosing the right standards and not only measures that are easy to be evaluated. Lack of rigorous set standards performance evaluation becomes more stressed on nonperformance standards. Since every organization is distinct, customized reward and recognition systems are becoming routine in organizations seeking greater accountability (Kaptein, 2015, p.120).
The success of an organization is very fundamental. And, for it to be successful, it must promote accountable culture among its employees. The responsible culture is achieved by focusing on the results being sought and giving responsibility to everyone in the organization. Also, the institution can attain the culture by ensuring leaders demonstrate behavior that aligns with the proposed change. Measuring correct performance and doing it rigorously, providing cultural artifacts that support accountability, and discussing assumptions underlying actions dealing with accountability. And lastly, ensuring the reward system is based on accountability.
Kaptein, M. (2015). The Effectiveness of Ethics Programs: The Role of Scope, Composition, and Sequence. Journal of Business Ethics, 132(2), 415-431. https://doi.org/10.1007/s10551-014-2296-3
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