A fundamental element that every organizational communicator must take into account when a company intervenes to carry out any strategy is, without a doubt, that of the communication culture, since it is closely related to the organizational deficiencies that arise within the business.
When the members of a company do not properly share the elements of the culture, there is a great deficiency, since the management of processes is hindered.
But, what is the communicative culture? They are the beliefs that generate behaviors and that affect acts and interactions in communication.
Beliefs understood as units of knowledge and knowledge as information that we take for granted and on which we make decisions.
Organizational Culture focuses on five different elements that are:
However,
What is the communicative culture of an organization made up of?
It is made up of values, written and verbal acts, body language of employees, facilities, management instructions and the unconscious and conscious behavior of members of the organization.
It is important to clarify that there are no organizations without culture, nor should one judge whether a culture is good or bad, simply each one has certain effects with respect to the others.
How is the communicative culture of an organization rated?
According to the characteristics of shared customs and values, there are organizations that can be classified as having a poor culture because their members and facilities are very neglected.
In opposition is the rich culture characterized by having varied communication skills.
And the broad culture that is characteristic of an organization made up of highly creative members.
Other cultures are characterized by being reactive. In contrast are organizations that have a proactive culture.
There are also aggressive or passive organizational cultures.
Where is the communicative culture reflected?
- In the climate of the organization. In the state of the facilities. In the signage. In the interaction, not only between the members of the same organization, but also with the users of the same.
What are the functions of organizational culture?
- Make sense of the identity of the organization. Establish common interests. Socialize and direct the worker. Coordinate the entire organization. Unify the rules of the game. Generate productive dynamics.
Why diagnose organizational culture?
It is done to know if people are directing their efforts towards the achievement of corporate objectives, especially related to productivity and competitiveness, and to know if the organization is focusing appropriately towards where the managerial cadres have planned it.
How to redirect the culture of an organization?
When an organizational culture study is carried out and the results show that corporate values are not being practiced or that there is no identification with them, a re-direction is necessary so that corporate values support the achievement of institutional objectives.
The communicative culture is redirected by means of cognitive or coercive strategies capable of modifying the behavior of the members of the organization. Also, depending on the type of company and taking into account the indicators found, stimulus-response strategies can be implemented, "if you do it right, you will be rewarded, but I will punish you." What interests us is fed and what is wanted to be corrected is censored.
A culture is solid to the extent that it is shared by more members of the organization. Whether with signage, workshops or support from internal media, the importance of communication as a repetitive actor of cultural factors is unquestionable.
And finally, it is essential to know how is the communicative culture of an organization measured ?
It can be evaluated with different tools:
- Assessment by reactive and proactive factors.
Reactive factors refer to management elements that are neither focused on achievement nor oriented on human capital. They focus on the process.
- Through communication route Competency map Brand positioning.
Organizational culture is considered a central pillar that supports organizations to be more competitive. The study of Organizational Culture as the transversal axis of the organization is a competitive advantage in the social context, since it supports its continuous improvement.
