Outcomes Associated with Constructive Cultural Norms
Constructive cultures generally benefit individual members as well as the organization as a whole. At the individual level, members are satisfied, healthy, and motivated to perform to the best of their abilities. At the unit or department level, norms for coordination, cooperation, and mutual support enable members to rely on one another and work as a team. Through individual initiative, effective teamwork, and inter-unit coordination, the products and services offered by organizations with Constructive cultures tend to be of the highest quality.
Job satisfaction. People like to work for organizations with Constructive cultures. Members enjoy their work and feel good when they’re on the job. While job satisfaction is evident in all types of Constructive cultures, it is particularly strong in organizations with Humanistic-Encouraging or Self-Actualizing cultures. Members who work in organizations with these types of cultures report that they:
Motivation. Constructive norms lead members to assume personal responsibility for the success of their departments and their organizations. Managers are able to rely on employees for creative ideas and extra effort when needed. In general, members of organizations with Constructive Achievement-oriented cultures:
Intra-unit cooperation. Members of units with Constructive cultures generally find their coworkers to be reliable and cooperative. Evidence of teamwork in Constructive units (particularly those with strong Affiliative and/or Humanistic-Encouraging cultures) includes:
Customer service styles. The way in which members are expected to approach their work and interact with one another has an impact on the way in which they treat clients and customers. Members who are expected to act with integrity (Self-Actualizing), take initiative (Achievement), and communicate openly and directly (Affiliative):
Unit-level service quality. Members of organizations with Constructive cultures take responsibility and pride in the quality of service delivered to internal or external clients by their departments. Regardless of their organizational level or position, each member feels that it is his or her personal responsibility to “win” clients, generate sales, and share information about changing customer tastes and preferences. In general, members of Constructive organizations report that their department or unit:
Inter-unit coordination. Constructive norms facilitate coordination and support between organizational units— whether they be teams, departments, branches, or divisions. Expectations for Humanistic-Encouraging and Achievement behaviors appear to be particularly instrumental in promoting “systems thinking,” where members focus on the “big picture” and work to make the organization as a whole succeed. Members of Constructive organizations report that:
Organizational level quality. Constructive organizations place a high priority on customer satisfaction. Members are provided with the tools, authority, and support that they need to satisfy their customers. Expectations for Self-Actualizing and Humanistic-Encouraging behaviors are particularly effective in helping organizations attain:
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