Some organizations in the process of growth and expansion, demonstrate behaviors that are permitted and in fact are already part of the business culture, these situations generate discomfort and discomfort in some team members, others adapt to the situation and adapt in such a way that they can continue to carry out their tasks despite the effort that these ways of proceeding give them.
These behaviors, admitted consciously or unconsciously by the management, are replicated in many ways in the day-to-day of the organization and allows the management system to not achieve the expected achievements.
Although it is true that these behaviors do not necessarily immediately or directly affect the expected corporate results, in the medium and long term they will turn the business culture into a model that interferes in the development of new projects.
Some of these behaviors have to do with:
Non-compliance: There are many situations where the same directors and managers favor late arrivals to meetings, not arriving to appointments with clients and / or suppliers on time, not meeting deadlines in payments to suppliers and even with the State. Non-compliance is dimensioned when the person who does not arrive also does not report that they will not be able to comply, this leads to loss of time and effort. Another way of not complying is when the required reports are not delivered on time and sometimes they are never delivered, especially when this information is an important input to advance in other processes of the organization.
Indiscipline: This is reflected in many of the behaviors of officials on a day-to-day basis, which leads to meetings not being effective, being permanently interrupted by having to answer the phone or to resolve situations that always appear as emergencies, although can wait. Many do not have effective work routines which makes them feel at the end of the day that they worked hard but accomplished little.
Incredulity: Unfortunately, this type of culture gradually makes the members of the work teams begin to doubt the effectiveness of the managers' initiatives and all the new projects begin with the doubt of the impact they will have on the organization and sometimes they receive little interest in its successful development. Likewise, when there are no clear objectives on the part of those who lead the processes, it leads one to think that many issues of importance and impact for the organization are improvised.
Informality: In some organizations the need to document the processes, keep ordered records of the activities carried out is not yet necessary and this leads to the well-known communication problems between the processes, which impact the consequences of not formalizing the processes. tasks being performed. This point has a lot to do with the need to plan and communicate such planning. Informality has many other characteristics that make control systems fragile in the organization.
Incompetence: There are not a few situations in which the organization allows itself to coexist with the incompetence of its officials, this leads precisely to the performance curves of the personnel being affected and the lack of clarity in the need to educate and train executives it leads to situations of permissiveness in the management of officials, lack of demand and therefore complacency with mediocrity. There are many tools that the market offers today to diagnose, design and train the skills required by the organization in order to adjust the training processes of each of the officials, especially those who have direct responsibility for the results expected by the company..
Dissatisfaction: One of the natural consequences in an unstructured culture is undoubtedly mutual dissatisfaction, since officials find that their efforts and work are not sufficiently rewarded by the administration and they in turn feel that the money, time and efforts invested in the improvement of the management they are not reflected in the results of the company.
Insufficient results: In the end, all these behaviors and evidences will be reflected in the fact that the results expected by the management may be lower than those budgeted, in seeing the company's work climate affected, in the motivation of those who occupy management or management positions, in that the challenges proposed at the beginning of the year were not fully met, etc.
It is possible that upon a more detailed review of our business culture we may find that not all of these INs are present and, on the contrary, we may find others of lesser or perhaps greater impact.
The invitation in this reflection is to discover how these situations can affect or are affecting the proper development of daily work in our organization, so that we can intervene before the IN culture impacts us on productivity.
