In today’s rapidly evolving business landscape, Organisational Culture has emerged as a vital component for driving success and growth. It influences employee behaviour, shapes decision-making processes, and impacts every aspect of an organisation’s operations. Despite its importance, navigating the intricate web of Organisational Culture can be a daunting task, especially when it comes to bridging the potential gaps between management and employee perspectives.
This report delves into the key findings related to the alignment of views between these two groups, exploring the role of geography, industry, and management levels in shaping Organisational Culture.
For the purpose of this report, we conducted a data analysis of 53 639 respondents in 166 countries. This comprehensive coverage ensures that our findings are based on a diverse and representative sample.
Highlights
This report highlights several key findings related to the alignment of views between management and employees:
While most management teams “walk the talk” well, there are certain aspects of Organisational Culture where up to 30% of managers have had a detrimental effect.
Both the management and the employees want a more Professional culture than what they currently have in all parts of the world.
Motivation to work hard is the lowest in Construction whereas it is also the industry where the managers would want it to be higher than in any other industry.
Age has an effect - sometimes even a very significant effect - on the culture the employees want.
Significant geographical differences exist in what the employees and the management want, and how far apart their views are.
These key findings suggest that it is critical for companies to regularly assess their Organisational Culture, ensuring that the culture supports the company’s strategy. Failure to do so can lead to negative consequences such as misunderstanding, reduced employee morale and productivity, and ultimately, hinder the organisation’s success.
Top priorities for managers in terms of company culture
Managers are people too, even executive-level managers often personally desired a fairly different culture than what they thought is best for the organisation.
In other words, they knew what is the best culture to support the company’s strategy, and they were usually ready to work on implementing that culture, even if it was not always aligned with what they would have liked personally.
A piece of advice, therefore, is that managers should be more vocal about this paradox - to showcase more vulnerability.
Download the report to get detailed insights and priorities.