UNIT VII

GROUP DYNAMICS & CULTURE

Prof. Jacob Thomas

Christ University
Group
A group is a union of two or more people who come together for a common
interest, interaction, or to achieve a common objective. A group can be
formal or informal, and every organization has these groups to achieve its
goals.
Group Characteristics
∙ A group must have a minimum of two members.
∙ A group must have a common goal.
∙ A group can have a leader or manager to lead them to achieve the goal.
∙ A group can have a hierarchical structure.
∙ A group can have defined norms and procedures.
Types of Groups
• The notion of groups is important to the complex fabric of organizational
dynamics.
• In an organizational context, groups may take on several shapes, with each
one contributing in a different way to the culture, communication, and
general effectiveness of the workplace.
• Formal or informal, these groups have an impact on how an organization
functions and its social fabric.
• This investigation explores the many types of groups, illuminating official
groups like committees, command groups, and task groups as well as
informal groups like interest groups, cliques, and psychological groups.
I. Formal Groups
1. Command Team: Comprises people who directly report to a certain manager and is a formal
group established by the organizational structure. A fundamental component of formal
organizational structure, represents the hierarchical chain of command. Consists of people who
answer directly to a certain manager or supervisor, facilitates communication and guarantees a
consistent flow of instructions.

• Eg: Marketing team under the direction of a marketing manager. Carrying out and supervising
activities in line with the overarching organizational objectives is its main duty.

Characteristics of Command Team:

∙ Hierarchical Structure: The vertical structure of command groups is in line with the
organizational hierarchy.
∙ Chain of Command: Each member is accountable to a certain manager or supervisor directly.
∙ Task Execution: The main goal is to make sure that tasks are carried out effectively by
management instructions.
I. Formal Groups
2. Task Group: Motivated organizations formed to accomplish certain goals or finish
assigned work. Members are chosen according to their qualifications and experience of
the work at hand. The group may disband when the goal has been achieved. Known for
their goal-oriented cooperation and often follow set deadlines. A cross-functional team
created to introduce a new product by combining knowledge from other departments is
an example of a task group. Intended to increase productivity and efficiency in the
completion of a certain project or assignment.
• Eg: a project team was established to create and introduce a new product.
Characteristics of Task Group:
∙ Goal-Oriented: When creating task groups, a clear aim or target is in mind.
∙ Selection as per ability: The selection of members is based on their ability and
knowledge in relation to the work at hand.
∙ Temporary Nature: After accomplishing their goals, these groupings could dissolve.
I. Formal Groups
3. Committee: Official decision-making groups that are set up to provide suggestions or deal with
particular organizational problems. Handle recurrent issues and are usually continuing, in contrast
to task groups. Committees are often made up of members from several departments or
organizational levels. Committees on ethics and safety are two examples of groups that meet on a
regular basis to talk about and resolve pertinent issues, supporting an organized approach to
organizational problems. Committees are often established to guarantee that a variety of
viewpoints are included in the decision-making process.

Eg: A safety committee was established to examine and enhance worker safety.

Characteristics of Committee:
∙ Committees are normally continuous groups that deal with recurrent organizational issues.
∙ Representative Membership: They consist of individuals from various levels or departments.
∙ Committees are established to make decisions and resolve conflicts.
II. Informal Groups
1. Interest Group: When it comes to spontaneity, interest groups naturally form because
of mutual interests, pastimes, or characteristics among staff members. These
organizations function beyond official job descriptions and enhance worker happiness
and morale. Examples of groups where people voluntarily join together to explore
common interests and build a feeling of camaraderie and connection include sports
teams or reading clubs for employees. Members freely join interest groups in order to
meet social or personal requirements.
Eg: A team of workers who are all interested in sports or photography.
Characteristics of Informal Groups:
∙ Voluntary Formation: Employees who join willingly do so because they have similar
interests or pastimes.
∙ Morale Boost: Enhances employee happiness and morale in a favourable way.
∙ Social Interaction: Promotes relationships with people outside of the workplace.
II. Informal Groups
2. Clique: Emerge organically as a result of shared hobbies, interests, or personal traits among
employees. These companies improve employee satisfaction and morale by doing things outside
the scope of their formal job titles. Sports teams and employee reading clubs are two examples of
organizations where individuals voluntarily get together to explore shared interests and create a
sense of connection and camaraderie. Members of a clique often have close relationships with
one another and may have a big impact on dynamics at work.

Eg: A close-knit social circle formed by a group of coworkers who get together often outside of the
office.

Characteristics of Clique:

∙ Exclusive Nature: Cliques are tiny, restricted groups that are part of a larger organization.
∙ Shared Bonds: Members have a close-knit relationship as well as shared interests or
aspirations.
∙ Effect on Dynamics: May strengthen interpersonal ties but can cause internal conflicts in the
company.
II. Informal Groups
3. Psychological Group: Give workers a place to meet their demands for recognition,
support, and connection by attending to their basic social and emotional requirements.
Include unofficial lunch groups, mentoring circles, and virtual coffee breaks. Promote
employee well-being and a feeling of community, which greatly enhances the work
environment. Individuals in psychological groups often support one another emotionally
or have similar opinions.
Eg: Workers who create a group to discuss and resolve issues they have with
organizational policies and who have similar viewpoints on those policies.
Characteristics of Psychological Group:
∙ Emotional Support: Attends to people’s emotional and social needs.
∙ Focus on Well-Being: Promotes a good work atmosphere.
∙ Non-task oriented: Puts more emphasis on interpersonal relationships than on
particular activities.
Functions of a Group
Some common group functions are:
∙ They help organizations achieve their goals and objectives
∙ They help solve organizational issues
∙ They create a healthy environment in an organization
∙ They help employees raise issues
∙ They motivate employees to perform better
∙ Reasons for People Joining Group
Common reasons for joining groups
• Affiliation: Affiliation is the most common reason for joining an informal group.
People join because of common interests, friendships, common hobbies,
backgrounds, etc.
• Security: This is the second most common reason to join a group. People feel
secure in the company of like-minded people. They feel stronger, and it reduces
the feeling of insecurity.
• Esteem: Joining a group lets members connect with other influential people in an
organization. It helps increase self-esteem.
• Power: Joining an elite group provides members power. This power can be formal
or informal.
Tuckman’s Group Development Model

• For evolution, there are some predefined sequences of group

development.
• Although not all the groups follow the same sequence, the five-stage
model is most prevailing and easy to follow.
• TUCKMAN’S Five-stage group development is a pre-defined process of
group development involving stages like Forming, Storming, Norming,
Performing, and Adjourning.
Stages of Group Development
1. Forming
• Forming stage is the very first stage of developing any group.
• At this point, the group’s objectives, structure, leadership, and
characteristics are not well-defined. There exists a great deal of
uncertainty.
• Members decide on what type of behaviours are acceptable, what kind of
leadership type is to be followed, and what similar characteristics the
members of the group must possess.
• This stage is completed and finished when people begin to identify
themselves as a part of the group.
Stages of Group Development
2. Storming
• The storming stage is one of the intragroup conflicts.
• Although there exists a sense of group acceptance, the trait of
individuality is over the counter.
• There is a conflict over who will control the group.
• This stage is completed when there is a relatively clear hierarchy of
leadership within the group.
Stages of Group Development
3. Norming
• In this stage, close relationships develop, and the group of
demonstrators cohesively.
• Group identity is now formed at this stage.
• This norming stage is complete when the group structure solidifies
and the group has decided upon a common set of expectations of
what defines correct member behaviour.
Stages of Group Development
4. Performing
• The fourth stage is performing.
• At this stage, the structure and functioning of the group are clearly
defined and performed.
• The people are done with knowing and understanding the other
group members and now it is the time to do the tasks.
Stages of Group Development
5. Adjourning
• For temporary committees, teams, task forces, and similar groups
that have a limited task to perform, the adjourning stage is for
wrapping up activities and preparing to disband.
• Some group members remain satisfied and happy with the
accomplishments of the group.
• Others may be sad over the loss of friendships gained during the work
group’s life.
Group Dynamics
• Groups are important for organisational life. Managers spend substantial time in
managing groups and teams so that groups contribute to organisational and group
goals. How effectively a manager plans, organises, staffs, leads and controls depends
upon how effectively he manages the groups.
• A group means “two or more people who interact with one another, are psychologically
aware of one another, perceive themselves to be members of the group, and work
towards a common goal.”
• Group dynamics studies the nature, formation and reasons for forming the groups.
• It studies how groups affect the behaviour and attitude of members and the
organisation.
• It is a process by which people interact with each other.
• If groups are effectively managed, they contribute a lot to organisational goals.
Features of Group
• 1. It consists of two or more persons who interact with each other.
• 2. Group members have reciprocal influence on each other. Each member
influences and is influenced by others in the group.
• 3. People develop mutual perceptions and emotions. They perceive and
recognise each other as members of the group.
• 4. Every group has formal leader elected by group members, and informal
leader “who engages in leadership activities but whose right to do so has
not been formally recognised by the organisation or group.”
Features of Group
• 5. Each individual performs specific role which influences expectations of group
members from each other. Role structure is “the set of defined roles and
inter-relationships among those roles that the group or team members define
and accept.”
• 6. Every group has group norms. “Norm is a standard of behaviour that the group
accepts and expects of its members. It represents standards of work to promote
group activity.”
• 7. It maintains stability through group cohesiveness. Members develop liking for
each other, develop sense of identification with each other, and remain attached
to each other.
• 8. Members work for common interests and goals.
Threats to Group Effectiveness
1. Ineffective leadership
• For teams to work together effectively, they need leaders who can guide
them, offer their insight and encourage collaboration on a consistent basis.
• Therefore, ineffective leadership can result in teams feeling disconnected
and unmotivated, which can greatly impact their ability to work together.
• Leaders can take charge of such situations by offering more opportunities
for teamwork, helping team members develop their skills and finding ways
to incentivize successful collaboration.
Threats to Group Effectiveness
2. Goal confusion
• Successful collaboration often begins with the establishment of
shared goals that team members can work toward together.
• With this, teams may experience challenges if they don't fully
understand the objectives of their work or agree upon them.
• To overcome goal confusion, teams can establish a standardized
protocol for setting goals, analyzing them and outlining workflow to
achieve them efficiently.
Threats to Group Effectiveness
3. Communication gaps
• Working alongside other team members requires professionals to have
strong communication skills that allow them to connect with colleagues,
explain their perspectives, listen to others and relay expectations.
• Communication gaps can result in team members lacking clarity about
expectations and their responsibilities.
• Teams can work deliberately toward honing their communication skills to
fill these gaps and collaborate more effectively.
Threats to Group Effectiveness
4. Lack of trust
• To work together toward a set of shared goals, professionals on a team often
need to trust one another and develop respectful relationships through which
they have confidence in each other's abilities.
• Without trust, team members may not feel comfortable offering feedback or
sharing their perspectives throughout collaborative activities.
• Even more, a lack of trust can result in miscommunication and conflict that may
further impede teamwork. Professionals can more effectively foster trustful
relationships through team-building exercises and regular opportunities for
collaboration.
Threats to Group Effectiveness
5. Inequitable decision-making
• In a team environment, it's common for a single team member to assume more
responsibility than others and dominate decision-making duties.
• This inequitable environment is often a result of certain team members being
more extroverted, having more advanced abilities or tending toward an
independent work style.
• With this, though, team members who are more introverted and tend toward a
collaborative work style may start to contribute less if they believe that their
ideas aren't worthwhile. Teams can overcome inequitable decision-making
processes by democratizing workflow and ensuring all team members can offer
input equally.
Threats to Group Effectiveness
6. Team size
• Small teams—those that consist of three to six professionals—often
collaborate more efficiently than larger teams.
• This is because smaller groups usually have more opportunities to interact
with one another, develop healthy relationships and share responsibilities
equally.
• With this, when a team is too large, members may experience challenges
with sharing duties and understanding what role to play.
• To avoid barriers from group size, leaders can set a limit on the number of
professionals assigned to each team and ensure all members understand
their respective purposes.
Threats to Group Effectiveness
7. Accountability issues
• Some teams face challenges with accountability, especially in cases where
certain team members regularly underperform and refuse to take
responsibility for how their actions affect a team's progress.
• With greater accountability, team members may feel more validated in
their perspectives and be more accommodating toward other team
members' struggles with meeting expectations.
• Therefore, to overcome this barrier, teams can create processes for tracking
workflow and keeping all team members accountable for their specific
duties.
Threats to Group Effectiveness
8. Poor conflict resolution skills
• While teams may face conflict as they work collaboratively toward
shared goals, it's important that professionals know how to find
resolutions and move forward together.
• Without conflict resolution skills, this can be a challenging feat.
• In order to overcome this barrier, teams can practice resolving
conflicts together through targeted professional development
workshops and in real time using a predetermined process for doing
so.
Threats to Group Effectiveness
9. Workflow mismanagement
• Some teams find it challenging to progress past the point of defining goals
and understanding the tasks they need to complete to reach such goals.
• To work together effectively, teams need knowledge of how their workflow
is to operate and what role each team member can play in accomplishing a
shared goal.
• To properly manage workflow, teams may consider using tools like mapping
or appointing a project coordinator to establish a clear pathway to success.
Threats to Group Effectiveness
10. Physical separation
• With advances in technology over the past few decades, many teams work
remotely.
• This type of physical separation can make teamwork a complex venture as
professionals aren't in proximity to one another and often must be more
purposeful with their communication than otherwise.
• Teams can overcome the barrier of physical separation by implementing
digital tools that ease the burden of collaboration in a remote workspace
and by meeting in person at regular intervals if possible.
Threats to Group Effectiveness
11. Lack of incentives
• Some professionals find it easier to work on their tasks independently than
in a full-group environment.
• Despite this, there are major benefits that organizations can enjoy through
collaborative work. Therefore, it's important for teams to receive incentives
for working together.
• Team and organizational leaders can incentivize collaboration by offering
rewards like monetary bonuses, praise and extra paid time off (PTO) to
those professionals who work together and achieve high-level goals.
Organizational culture

• Organizational culture is the set of values, beliefs, attitudes, systems,

and rules that outline and influence employee behaviour within an
organization.
• The culture reflects how employees, customers, vendors, and
stakeholders experience the organization and its brand.
Qualities of a great organizational culture
Every organization’s culture is different, and it’s important to retain what makes
your company unique. However, the cultures of high-performing organizations
consistently reflect certain qualities that you should seek to cultivate:

• Alignment comes when the company’s objectives and its employees’ motivations
are all pulling in the same direction. Exceptional organizations work to build
continuous alignment to their vision, purpose, and goals.

• Appreciation can take many forms: a public kudos, a note of thanks, or a

promotion. A culture of appreciation is one in which all team members frequently
provide recognition and thanks for the contributions of others.
Qualities of a great organizational culture
• Trust is vital to an organization. With a culture of trust, team members can
express themselves and rely on others to have their back when they try
something new.
• Performance is key, as great companies create a culture that means
business. In these companies, talented employees motivate each other to
excel, and, as shown above, greater profitability and productivity are the
results.
• Resilience is a key quality in highly dynamic environments where change is
continuous. A resilient culture will teach leaders to watch for and respond
to change with ease.
Qualities of a great organizational culture
• Teamwork encompasses collaboration, communication, and respect
between team members. When everyone on the team supports each
other, employees will get more done and feel happier while doing it.
• Integrity, like trust, is vital to all teams when they rely on each other
to make decisions, interpret results, and form partnerships. Honesty
and transparency are critical components of this aspect of culture.
Qualities of a great organizational culture
• Innovation leads organizations to get the most out of available technologies,
resources, and markets. A culture of innovation means that you apply creative
thinking to all aspects of your business, even your own cultural initiatives.

• Psychological safety provides the support employees need to take risks and
provide honest feedback. Remember that psychological safety starts at the team
level, not the individual level, so managers need to take the lead in creating a safe
environment where everyone feels comfortable contributing. Now that you know
what a great culture looks like, let’s tackle how to build one in your organization.
Quinn &Cameron’s Organizational culture types
• Only at the start of the 1980s did organisational scientists start paying serious
attention to the concept of 'culture’.

• The fact that the culture of an organisation was so ignored as an important factor
influencing the results of the organisation was due to the fact that it refers to
values which are considered self-evident, to underlying assumptions, to
expectations, collective memories and definitions which are already present
within the organisation.

• Obviously there are all sorts of levels of culture which influence the behaviour of
people and organisations.
Quinn &Cameron’s Organizational culture types
1. Clan culture
• A very friendly working environment where people have a lot in common and which
strongly resembles a large family.
• The leaders, or the heads of the organisations, are viewed as mentors and maybe even
as father figures. The organisation is held together by loyalty and tradition.
• There is a high level of engagement. Within the organisation the emphasis is on the
long-term benefits of human resource development, and great value is attached to
personal relationships and morale.
• Success is defined in the context of openness to the needs of the customer and care for
the people.
• The organisation attaches great value to teamwork, participation and consensus.
Quinn &Cameron’s Organizational culture types
2. Hierarchy culture
• A highly formalised, structured working environment.
• Procedures determine what the people do. The leaders are proud of the fact that
they are good, efficiency-oriented coordinators and organisers.
• Maintaining a smoothly running organisation is the most crucial thing. Formal
rules and policy documents hold the organisation together. Concern for the long
term focuses on stability and results, accompanied by an efficient and smooth
execution of tasks.
• Success is defined in the context of reliable delivery, smooth planning and low
costs. Personnel management must ensure certainty about the job and
predictability.
Quinn &Cameron’s Organizational culture types
3. Market culture
• A result-oriented organisation in which the greatest care focuses on completing
the work. The people are competitive and goal-focused.
• The leaders are drivers, producers and competitors at the same time. They are
tough and demanding. The binding agent that keeps the organisation together is
the emphasis on winning. Reputation and success are important areas of focus.
• For the long term people focus on competitive activities and achieving measurable
targets and goals.
• Success is defined in the context of market share and market penetration.
Competitive pricing and market leadership are important. The organisational style
is one of unflinching competition.
Quinn &Cameron’s Organizational culture types
4. Adhocracy culture
• A dynamic, entrepreneurial and creative working environment.
• People stick their neck out and take risks. The leaders are viewed as
innovators and risk takers.
• The binding agent that keeps the organisation together is a
commitment to experimentation and innovations. The emphasis is on
trendsetting.
• For the long term the organisation's emphasis is on growth and
tapping new sources. Success means having new products or services
available; being a pioneer in this is considered important.
• The organisation encourages individual initiative and freedom.
Ways to learn organizational culture
1. Train your employees

• If you want to nurture curiosity and learning with your employees, reinforcing
culture can be done through training and learning interventions.

• Educate them about the organization’s main culture goals examples and
objectives and the ins and outs of your corporate culture by organizing a training
program or creating an organizational culture article that they can refer back to.

• This lets them know what is the culture of your organization. Doing a face-to-face
session is one way to learn but if you want to achieve higher participation rates
from your team, then you might want to consider holding online training instead.
Ways to learn organizational culture
2. Reinforce spaced repetition

• Spaced repetition is a learning process where key information is repeated at

regular intervals.

• Trainers and managers usually apply this technique to their training process to
make sure that their employees will continue processing certain concepts in their
brains, and not simply store and forget them later on.

• Likewise, you can also use it to help your team members learn at work,
remember your organizational values and practices, and embed them into their
long-term memory.
Ways to learn organizational culture
3. Talk about organizational stories

• Organizational stories are often based on memorable past events that are
repeatedly talked about and shared with other employees – particularly new
starters.

• These stories can include narratives or events relating to founders, conquers,

successes, failures of the organization -- and even how is culture transmitted and
formed.

• Values are often reinforced through the re-telling of stories, as is what engaged
employees should and should not do.
Ways to learn organizational culture
4. Set rituals and ceremonies
• Rituals and ceremonies refer to repetitive patterns, which can be used to emphasize an
organization’s values and core practices, or what a company stands for.
• The use of repeated symbols or patterns to communicate ideas is called a motif. This
idea is found in organizational rituals.
• For example, if you have an outcome-based culture, one way to help your employees
learn this culture of an organization is by regularly rewarding them for good work. Offer
material prizes like a gadget or a coffee voucher for your company’s top performers. You
can also organize monthly lunches with your team to celebrate their performance from
the previous month. Setting such rituals and ceremonies sends your team a strong
message about your organization and culture.
Ways to learn organizational culture
5. Assign organizational heroes

• Organizational champions, who are often referred to as ‘heroes’, are the top
talents who perform in an exemplary manner.

• It's important to note that culture is learned. These people have the behavior and
work ethics that best reflect the philosophy and culture of your organization.

• Having these figures as role models in a learning organization will give the other
employees an idea of the person they should follow to adjust and adapt to your
company culture.
Ways to learn organizational culture
6. Establish cultural symbols
• Symbols serve as a representation of an organization’s culture, which
instills a sense of identity and drive in employees.
• They traditionally communicate with those in the organization
through unspoken messages like company logos and branding.
• You can also teach your employees about organizational culture by
adding messages on office walls, creating unique room labels for
meeting rooms, or distributing office merchandise.
Ways to learn organizational culture
7. Use a consistent tone of voice
• One of the best organizational culture examples involves employing a brand voice
builder to create a consistent tone of voice.
• This tool is frequently utilized by organizations to delineate their brand and culture
through spoken and written expressions.
• Consistently harnessing your company's brand voice, whether communicating internally
or with clients, facilitates comprehensive culture assimilation for everyone on your
team.
• For instance, if your company aims to foster a formal culture where individuals in
positions of authority are addressed differently, then using titles like "Mister" and
"Ma'am" should be the norm. Conversely, adopting a more informal and playful tone is
advisable if you intend to cultivate a friendly and personalized organizational culture
within the workplace.
Ways to learn organizational culture
8. Organize team-building activities
• Another way employees can learn culture in an organization is through team
building.
• Organize company culture activities that will bring your employees together and
give them a better grasp of your company’s brand and culture through bonding
and connection.
• Team building is also a great way for the members of your organization to learn
about each other, like how they communicate, plan, and solve problems.
• They can then use their observations to improve their work habits and ethics.
Ways to learn organizational culture
9. Offer mentorship programs
• Mentorship programs allow employees to interact with their seniors or
high-performing colleagues. The process is simple and straightforward.
• Mentors will share their knowledge and experience with their mentees and
watch them closely until a specific goal is met.
• Offering this type of program is one of the best ways employees can learn
about culture, as they’ll get to observe it directly and closely from someone
who probably best represents your organization’s culture, beliefs, and
values.
Ways to learn organizational culture
10. Allow mobile learning
• With the significant increase in smartphone users today, why not take
advantage of this trend to teach your employees about your organization’s
culture and values?
• Adopting a mobile learning approach will give your employees the ultimate
convenience to learn more about your company culture anytime and
anywhere. And just think about how many field employees and remote
workers you can train and educate about your company culture by making
learning easily accessible through their handheld devices.
• You’ll see improved corporate culture management and a higher level of
participation from your team by using this learning strategy.
Elements of Workplace Culture
Research from the MIT Sloan School of Management and CultureX based on Glassdoor data identified 10
elements of culture employees care most about:

∙ Feeling respected
∙ Having supportive leadership
∙ Whether leaders’ actions align with core values
∙ Managers who foster a toxic work environment
∙ Witnessing unethical behaviour
∙ Benefits
∙ Perks and amenities
∙ Opportunities for learning and professional development
∙ Job security
∙ Frequency and quality of reorganizations
How to Create a Positive Workplace Culture?
1. Establish Core Values
• First, lay out your core values. These should be the foundation of
everything that happens at your organization.
• Dedicate as much time as necessary to ensure everyone is aligned,
and include leadership, long-term employees and HR representatives
so all significant parties can weigh in.
• In the end, you should have a concise list of values that accurately
reflect your current company culture and long-term goals.
How to Create a Positive Workplace Culture?
2. Commit to a Type of Workplace Culture
• Think about the type of work culture you want to create.
• Consider everything from the physical layout of the office to how
frequently employees interact with their colleagues, managers and
members of the C-Suite.
• From there, you can start to design concrete policies and practices
that facilitate these desired interactions and employee experiences.
How to Create a Positive Workplace Culture?
3. Set Clear Departmental Goals

• Outline the objectives of each team so employees have tangible results to work
toward.

• Not only will this help guide individual performance, but it will encourage
collaboration between team members. Make sure there is room for feedback to
adjust quotas and KPIs when needed.

• For example, if a team is continually reaching their objectives without breaking a

sweat, you might want to modify their target goals to push production further.
How to Create a Positive Workplace Culture?
4. Communicate the Organization’s Broader Goals
• In addition to setting departmental goals, make sure every employee
is clear on the organization’s long-term objectives.
• This will help individuals cultivate a sense of professional purpose.
• Having a source of motivation beyond quarterly quotas will
demonstrate the value each role has toward achieving the company’s
mission.
How to Create a Positive Workplace Culture?
5. Promote Diversity and Inclusivity

• Create a positive, inclusive work culture by welcoming individuals from all

backgrounds and celebrating their differences.

• Encourage employees to share their pronouns with the rest of the team to
promote inclusive language and consider establishing a committee to contribute
to diversity initiatives.

• Work with the HR department to make diversity a part of your recruitment

strategy and ensure diversity and inclusion continue to be foundational elements
as your organization grows.
How to Create a Positive Workplace Culture?
6. Encourage All Employees to Share Their Ideas
• Every individual should feel valued and heard, regardless of their
status within the company.
• Interns offer a much greater advantage than being delegates for busy
work, and new employees bring a fresh perspective.
• You never know where the next big idea will come from, so let every
employee have a seat at the table and feel empowered to share their
thoughts.
How to Create a Positive Workplace Culture?
7. Establish a Strict Zero-Tolerance Policy
• A crucial facet of a positive work culture is providing employees with
the opportunity to speak openly about issues they are facing — in and
outside of the office — and have access to the support and resources
they need.
• Make sure HR representatives have flexibility within their schedules
to be available for personal conversations when needed, and consider
implementing an anonymous sexual harassment hotline as a secure
and private way for employees to report incidents in the workplace.
How to Create a Positive Workplace Culture?
8. Create an Employee Recognition Program
• Recognize and reward employees for achieving outstanding results.
• Doing so will encourage employees to continue performing at
impressive levels, and make them feel valued within the company.
• It will also motivate their peers to up their game, fostering a work
culture of friendly competition that leads to high performance.
How to Create a Positive Workplace Culture?
9. Accept and Utilize Your Employee’s Feedback
• Change your perspective on feedback. Rather than considering it to
be indicative of something you’re doing wrong, think of it as the
opposite — your employees care so much about the organization and
its success that they are trying to help make it better.
• They’re choosing to bring their pain points to your attention and it
gives you the opportunity to fix them instead of the employee
stewing over them and eventually leaving the company out of
frustration.
How to Create a Positive Workplace Culture?
10. Be Flexible
• Employees shouldn’t fear repercussions for taking time to manage
other emergencies or responsibilities outside of work.
• You’ll earn the respect of your employees by working out
compromises rather than asking employees to sacrifice their personal
lives in the name of productivity.
• Not only that, but flexible schedules can help you attract elite
candidates — 81 percent of job seekers and full-time employees want
a four-day work week.
How to Create a Positive Workplace Culture?
11. Be Transparent
• Engaged employees invest their full selves into the success of the company,
and they deserve your leadership team’s trust.
• Promote transparency and open communication between department
heads, management and team members.
• Doing so will create a positive work culture where employees feel heard
and valued. Consider implementing a recurring internal newsletter to share
critical information with the team, and hold a monthly town hall meeting to
make company-wide announcements that require more context.
How to Create a Positive Workplace Culture?
12. Plan Social Outings
• Humans are social beings that crave interaction.
• Create an opportunity to get to know each other at work and outside of
work to foster meaningful relationships between employees.
• You can keep it simple by having a hybrid Friday happy hour in the office
while simultaneously offering remote workers an online presence at the
party.
• Think about the types of events your team would most enjoy when coming
up with new work culture ideas.
Work Culture Don’ts
1. Don’t Encourage Employees to Work Through Lunch
• While lunch breaks are not legally required, allowing employees to shut off their
computer for 30 minutes to an hour each day helps create a positive work
culture.
• Your team is not composed of robots, so expecting employees to continuously
churn out quality work over the course of eight hours without breaks is
unrealistic — and unhealthy.
• More than that, it suggests that employees are only valued for their work output,
not as individuals. Regular breaks have actually been shown to improve attention
and performance.
Work Culture Don’ts
2. Don’t Reschedule One-On-Ones
• If you’ve set aside time to meet with an employee individually, do
your best to honour that meeting, especially if something else comes
up.
• Doing so will show you value and respect the individual’s time, and
care about what they have to say.
Work Culture Don’ts
3. Don’t Make It Easy for Disengaged Employees to Stick Around
• Having an engaged workforce will help propel your company forward
on its path to success, while disengaged employees will slow down
progress.
• If you notice individuals who are counterproductive to your team’s
success, pull them aside to discuss their behaviour.
• If nothing improves after making an effort to positively address the
situation, it is time to part ways.
Work Culture Don’ts
4. Don’t Limit Learning Opportunities to Job Descriptions
• Skill building is an important part of a positive work experience.
• Allow employees to pursue their passions, both in and outside of the
office, and encourage information sharing between colleagues.
• This exchange of knowledge will lead to improved employee
relationships, collaboration and camaraderie.
Work Culture Don’ts
5. Don’t Hire for Work-Culture Fit
• A key part of creating a diverse community within the office is hiring
for culture adds, not culture fits.
• The cultural add recruiting model means identifying candidates who
share and embody your core values and who offer a unique
perspective.
• You want to continue to grow and develop your work culture and
company, so look for candidates who will productively add to your
team, not necessarily fit into a mould.
Work Culture Don’ts
6. Don’t Tolerate Poor Managers
• Managers directly impact employee engagement and performance.
• In fact, employees under the highest-performing managers strongly
agreed they’d be working at the same organization within two years,
compared to only 39 percent of employees under the
lowest-performing managers.
• So, it’s vital to make sure those individuals who are leading a team are
doing so with conviction and in accordance with your core values.
Work Culture Don’ts
7. Don’t Expect HR to Do All of the Work
•As hard as HR teams may try, work culture isn’t created by a
handful of people.
•It’s a team effort and HR teams can’t be tasked with doing it
alone.
•Positive cultures are created when everyone works together.
Work Culture Don’ts
8. Don’t Force It
• Positive and fulfilling work cultures don’t just appear overnight.
• Keep to your values, listen to your employees, have some fun, and it
will take shape organically.
• Work cultures that keep people happy and businesses thriving take
time.
 Thank You…
End of Unit-7

Any Questions please…..

You were a great Class

I loved teaching you

God Bless…!!!