Fostering an Appropriate and Effective Workplace Culture
Workplace organizational culture is the norms and values shared by the vast majority of an organization or enterprise members, as well as their outward manifestations. The main functions are internal integration, which gives an idea to all members of the structure about the form of their interaction with each other, and external adaptation, depending on environmental factors (Joseph & Gaba, 2020). The process of forming organizational culture is an attempt to influence staff behavior constructively. The interaction of people in such a system is determined by behavioral stereotypes, group norms, values, philosophy, and rules, and many aspects are dictated not only by the company but also by moral principles, practical experience, and subjective factors of relationships.
As a result, employee behavior is governed by the solid foundation behind operations. Often these rules are collected in a single corporate code based on social responsibility requirements. With it, it is possible to regulate conflicts, to determine a culture that, to varying degrees and with different approaches, can contribute to creative, innovative, efficient, or constantly successful activities. Moreover, an appropriate and effective workplace culture leads to engagement in the global company’s processes. In addition, satisfaction and productivity are natural and proven positive consequences of the engagement (Rai & Maheshwari, 2020). Being involved in the affairs of the company, employees are motivated by involvement in a common cause, and it is good when this involvement is felt and encouraged by management. This factor contributes to satisfaction, which also comes from the complex mechanisms of operations and the working environment. Finally, satisfied employees are much more likely to perform effectively, according to research across industries (Rai & Maheshwari, 2020). As a result, AlEmad Holding Company can thus reach new heights: both literally and figuratively.
Change is also an essential aspect of organizational culture approaches. The organization is in a reasonably competitive market, and development requires periodic changes that often accompany company growth (Errida & Lotfi, 2021). Applying the David Gletcher model, dissatisfaction with the position should be created through constant challenges dictated by innovative development and technological changes that can be decisive in the competition race (Stouten et al., 2018). Goals should be based on the mission and vision of the company, which are associated with the supported social culture of the organization so that employees clearly understand their career guidelines. Finally, the task of leadership is to initiate the first steps so that people clearly understand their actions. In such cases, change control systems that constantly evaluate the feasibility of the measures taken and require critical analysis with the possibility of returning or correcting the introduced aspects.
Organisations as Whole Systems
An organization is a complex mechanism in which specific components affect different functions, but successful development requires the collaborative work of all components. The company’s operational activity is dictated by the professionalism of employees, management decisions, and the specifics of the market. In the case of AlEmad Holding Company it includes work with suppliers, outsourcing, real estate sales, and, for example, various geodetic surveys. Success is reflected in the company’s financial performance. However, the interaction of employees, setting goals and objectives, motivation, and punishments are the most of the organization’s culture, which should be harmoniously woven into business processes. The HR department is exceptionally dependent on this balance, both at the stage of recruiting for vacancies and maintaining their level of high satisfaction (Al-Musadieq et al., 2018). Recruits must be clear about the values that are key to the organization to potential employees to avoid conflicts immediately. Once hired, management must support the mission, vision, and social responsibility with action. Therefore, the work of the organization system depends on culture, professional functionality, and structure.
Herzberg’s two-factor theory describes an example of good employee work and will be based on the company HCL Technologies. The organization uses a patented ideapreneurship approach that allows each employee to share ideas in four areas, instantly broadcasting them to all international offices of the company (HCL Technologies, 2022). In addition to the hygienic factors of high wages, working conditions, and working for a promising company, HCL provides motivators by introducing equal opportunities for achievement, responsibility, and career advancement through ideas (Thant & Chang, 2021). However, motivation to work does not always lead to positive results, as it is good in moderation. Employees of the organization from the above study were often delayed at work due to the introduced system of achievements, which contributed to financial incentives (Kim, 2018). While this approach may pay off in the short term, sooner or later, people will experience burnout and mental health issues (Kim, 2018). Consequently, these practices of introducing motivational factors are necessary but require fine-tuning.
Learning and Development in Organisations
Learning from an organization is a definite plus for the applicant. First, new knowledge stimulates professionalism. Second, development promotes career advancement (Ford, 2020). This process can take place in different ways depending on the goals. Training promotes the development of specific skills or behavioral changes and is like an intervention (CIPD, 2022). Learning, in turn, generally aims to create adaptive capabilities by increasing the potential for development (CIPD, 2022). In working with human resources, it is essential to rely on the trainees’ organizational capabilities, priorities, and cognitive processes, coupled with previous, if any, experience. Accordingly, employees can contribute to an increase in professionalism, learning qualities and mobility, and soft skills. Some listed abilities are universal for any job and critical in recruiting, and others are specific. Therefore, when developing these skills, a comprehensive assessment of requirements is needed, which implies differentiation of the personal and professional abilities of the employee.
Change Predictability, Planning and Management
Change is primarily dictated by the external environment, which is highly dynamic, especially in recent times. First of all, profound leaps are being made in technological aspects, which are being introduced into literally every business industry. In addition, economic and pandemic crises are best experienced by companies that can adapt and are ready and open to change. In this case, AlEmad Holding Company must always keep small reserves of resources for emergencies, predict development in the context of changes and allocate a budget. These steps are essential for several reasons. First, planned change has a strong evidence base, which is consciously presented to employees and, accordingly, can have the best effect (Errida & Lotfi, 2021). Second, predictable change enhances organizational adaptive and predictive skills, which guards against the mighty blows of a crisis or bad management decisions (Errida & Lotfi, 2021). Finally, such an approach reduces risk, improves impact mitigation, and helps articulate the mission and vision that drive employee morale.
Roles in Relation to Change Agendas
Leadership, in general, plays an important role in making various changes, but there are more specific approaches. The role of a critical friend is most appropriate for AlEmad Holding Company, which combines critical thinking with support (MacPhail et al., 2021). For employees in the real estate sector, where there is a highly responsibility and competitive environment, perhaps constant consultation in a relaxed atmosphere will be very valuable. Especially when it comes to changes, the introduction of new procedures, and the need for assistance increases. At the same time, it should be noted that not every change is always positive; therefore, a critical view from the outside is necessary. Given the complex nature of undertaking large scale constructions, one can consider the role of a facilitator who optimizes and plans each step. Finally, a gatekeeper is essential for working in this industry, being the face of the company in transactions with clients. Buying and renting real estate is always a responsible business, and as a result, this HR professional must have high emotional intelligence and professional skills. Sometimes informal details can be more conducive to a successful deal than an exceptionally dry, albeit profitable, offer.
The Change Impact on People in Organisations
The impact of changes is described solely by the degree of their benefit and the specifics of individual perception on the part of employees. Positive change can boost morale in terms of the team, trigger creativity in the case of innovation policies, maintain relevance in the external environment, and even the physical well-being of employees (Errida & Lotfi, 2021). Negative consequences can include disruption of work-family balance, deteriorating conditions in times of crisis, the need for prolonged adaptation leading to stress, and more (Errida & Lotfi, 2021). At the same time, the nature of some of the changes can be controversial: structural changes in the transition to remote work during the pandemic could both increase efficiency and reduce it, but moreover, it requires a revision of the corporate culture, which implies interaction in a new environment (Hamouche, 2021). At the same time, as a result of such changes, an employee can change his role due to the need to work in a new environment, a status due to efficiency dynamics, and financial position with motivational changes. The reaction may be adverse, but be aware that changes can pay off long-term (Errida & Lotfi, 2021). In this case, management’s task is to smooth the transition or adaptation process and introduce short-term practices that contribute to shock mitigation and elimination of negative symptoms.
References
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Thant, Z. M., & Chang, Y. (2021). Determinants of public employee job satisfaction in Myanmar: Focus on Herzberg’s two factor theory. Public Organization Review, 21(1), 157-175. Web.
