Does your organisational culture attract just the right people?

How to successfully adapt to current business trends or how to adjust organisational culture to structural changes, regardless of the nature of the change? If your company has undergone either a process of merging or changing the top management leadership, or you just need to recalibrate your focus and vision of the company’s goals, this workshop will help you understand and adjust corporate culture to the new requirements.

Does existing culture reflect the identity of your company in the manner you would like to be perceived and recognised? Culture cannot be built in a day, especially during a happy hour, since the development of organisational culture is a lasting process, rooted deeply in the core values and philosophy of the company.

What does the workshop consist of?

After having defined the term of organisational culture using the various examples, and having recognised its presence and the importance of its impact and influence, the participants will be encouraged to detect the basic elements of organisational culture of the company they work in. These elements are not difficult to perceive and understand.

These are the fundamental elements of organisational culture:

• Structure (from physical to organisational)
• Language, customs and rituals
• Legends

All these elements are the results of values, norms and beliefs shared among the employees, which need to be taken into account in order to recognise positive, already existing, grounds.

Since we are talking about a big organisation, the existence of subcultures is a natural occurrence within different fields of expertise or departments.

What is their value? Does the existence of these subcultures radiate a refreshing feeling while introducing some constructive novelties or are their core values contradictory to those of your organisational culture?

Attendants will answer all these questions while working as a team during the workshop.

Discussion, exercises and open talk about new practical ideas will create an opportunity for individual and collective growth, while instructing the attendants about responsibilities.

Goals:

1. Bringing to consciousness the existence of organisational culture and its influence on relations and business environment

2. Encouraging the participants to question the existing positive values of the organisation

3. Gaining perception of the influence an individual or a collective has while developing positive, but also negative traits and elements of organisational culture

4. Activating personal responsibility while contributing organisational culture

Methods:

• Discussions
• Work in smaller groups - resolving actual challenges and presenting the case studies
•  

Structural demands:

• Meeting before the training - consultation with the client about the important elements of organisational culture
• Heterogeneous group of participants - different level of responsibility from different departments (24 to 40 max)
• Duration - 3 hours with a break
• After training - feedback from the coach with suggestions for future implementation

Technical demands:

• Large space with a possibility to separate the auditorium into 4 working groups
• Manager and co-manager

Coach: Ana-Marija Vidjak, coach and transactional analysis psychologist