CULTURE AND BEHAVIOR AT WORK – THE ACTION

 


No one just does anything, but every observed action or inaction precedes an idea or a thought, a thinking process, a mental decision, a plan, and a conscious external delivery of what has been completed from within. This by no means sets aside the possibility of involuntary actions that sometimes occur. However, more than just a one-time event, people usually do what they do, the time they do it, where they do it, with the people they do it, and how they do it largely from a particular rationale or standpoint.

When carefully observed over a significant period of time, it will be realized that there is a pattern to the manner and style by which an individual goes about his or her duties on a daily basis at the workplace. This is irrespective of their position or capacity within the institution - it is simply a part of their person and we can call it the culture of that individual. Culture is a mixed bag of several grains including but not limited to temperament, ethnicity, religion, education, exposure, upbringing, environment, nationality, and if you want, race.

Let us delve into some of the factors that identify people the way we have come to know them.

 

WHAT INFLUENCES THE BEHAVIOUR OF THE WORKER?

·         Vision – where is the individual going?

·         Drive – what inspires him to keep going?

·         Value – what is important to him?

·         Knowledge – what informs his decisions?

 

WHY DO PEOPLE CHOOSE TO BEHAVE IN A CERTAIN WAY?

Despite the fact that people live from what they have grown with and have experienced, in many cases, they choose to give back the same energy to that which surrounds them, just to fit into the status quo around them. We want to state it clearly by observation that, in every man lies the capacity to live up to the highest standards possible set by any man once they put their minds to it.

When you see an exceptional performing staff in the midst of average employees within an average firm, it should tell you that an individual has a career goal that outstretches and possibly outlives the vision and aim of the firm they work in. Such persons get their drive definitely from outside the walls of the firm and only see their current engagement with the current firm as a springboard for that envisioned height of the future they have envisioned and are building.    

 

THE NATURAL ATMOSPHERE OF THE WORKPLACE

The workplace is an avenue for measured and progressive results tied to a strategic system of delivery against a SMART vision. If the management of any firm can appreciate exactly why they are in business, it is the very fundamental key to making their transactions meaningful. There are a few more basic requirements that make the business successful undoubtedly, but after getting these things in place, one has to set the right environment to engineer the attainment of the planned goals, anything short of this will send the firm wandering either miles or meters away from their possible goal.

Are you the head of a business?

·         Who do you employ?

·         Do they know what they are hired to solve?

·         What time do they report to solve the daily problems?

·         How do you measure daily results?

·         How early does wrong doing come to your attention?

·         What do you do about them?

 

PEOPLE CULTURE VS ORGANISATIONAL CULTURE

The average person always wants to have their way in everything they are involved in and often their preference is comfort all around. Conversely, the workplace is called a place of work simply because of what it is all about, ‘work’, and it is the responsibility of the leadership of the office to make the gathering of employees a place of results-oriented activity.

The business manager does not expect the employee to work, because he will not work, the leader must set him up to work and ensure he is working as expected toward achieving the desired objective. You first have yourself to blame if a staff is not performing his or her duties, he or she moves as you direct and if delivery mismatches objectives, you help bridge the gap and don’t stop at it until success.   

 

HOW CAN MANAGERS BRING THE BEST OUT OF THEIR EMPLOYEES

·         Be the example of what the employees of your firm should be

·         Set the rules in clear language

·         Communicate it repeatedly

·         Let your immediate subordinate be your focus in ensuring the standard is met

·         Demand your subordinate repeat the same with those who report to him or her

·         Be kind enough to the firm to put away those who choose to make the workplace what it is not

 

This is our small way to contribute to that effective and desired workplace we want to enjoy when we are the customers but hate to deliver when we are the service providers. When each of us chooses to understand why we are where we ‘work’ and deliver the same, no one will be left to say the Ghanaian’s work ethics are bad. The solution lies within you and I. Thank you for reading.        

 

 

PAUL ANANG AMASAH

THE COLLEGE BUSINESS CONSULT

thecollegebc@gmail.com

15TH JUNE, 2024.

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