Conglomerate's management and top executives have a truly great cultural vision, but unfortunately, the present state is very different. As a leader in an organization it is very easy to know how things should be, but not strive to make them that way. Management showed that they feel very strong about the constructive culture styles. In addition, they had a very negative attitude toward the passive and aggressive styles. Surveys of the organization’s members revealed very different result.
The employees’ view of the current culture is a drastic contrast to the management’s ideality. In fact, it is nearly the complete opposite. Members reported an extreme lack of constructive styles and satisfaction needs. Aggressive and Passive Defensive styles scored very high. Avoidance, oppositional, and perfectionistic styles were very dominant overall in the survey. From all this, we can gather that the employees would feel that they need to avoid conflict and be very task-oriented rather than people-oriented.
As we simply glance back and forth at these two culture profiles, we find an extreme gap between the management and staff. We find that management believes there should be very little avoidance and an immense amount of affiliation. They want their members to work well together, and not be afraid to confront issues. The member survey reveals that there is very little camaraderie.
Conglomerate Inc. really pushes their mission statement upon their employees. This simple act alone will never magically create their “ideal culture.” The culture is dependent upon the actual acts of management and the organization. Reward, discipline, and many other acts are the building blocks to create the ideal culture. Positive organizational culture is the building of employee strengths, and empowering your employees. It is being excessively rewarding, while moderately