What is the point of social organizations

Corporate culture in social organizations

Order for a broad field: there is hardly a term that is used so inflationarily as that of "culture". In our main topic 2020 Corporate culture in social organizations we would like to shed some light on the darkness and dedicate ourselves in detail to the various dimensions of culture, industry-specific peculiarities and the question of how one can consciously control culture in the company. To do this, we use the interfaces between our market and consulting fields. Below we give a little foretaste.

What is corporate culture?

"Anyone who discovers a beautiful meaning in beautiful things - has culture." - Oscar Wilde

There are many definitions of corporate culture. They usually share that it is about common basic convictions, about the integration of employees and the way in which problems are responded to, as well as communication in the broadest sense. Corporate culture appears in various dimensions that can be controlled differently, for example in customer and applicant orientation, in the agility of the organization, i.e. the ability to adapt and learn with regard to external factors, as well as performance orientation. Corporate culture cannot be imposed “from above”; it inevitably arises - but it can be influenced. It is what “has proven itself and is therefore considered binding, and is therefore passed on to new members as a rational and emotionally correct way of dealing with problems”. (Shoemaker 2015)

Corporate culture also depends on the branch of the organization: The different challenges in everyday care work compared to integration or child and youth welfare also raise other cultural questions. Management and personnel concepts must therefore always be thought against the background of the respective industry.

How is corporate culture expressed?

The classic is probably - especially in social companies - a communicated identity in the sense of a corporate model or mission, in which values ​​and cultural aspects are recorded in writing and communicated internally and externally. Banal but important examples of the expression of culture in the field Human resources (i.e. the personnel aspect of culture): The language style in job advertisements, on the homepage and the visual language in the external presentation. A different culture is conveyed when I write in a formal and factual style or in a youthful and trendy style. Do I show photos of employees or customers or do I prefer to use the stock photo box? Much shapes an organization and the culture, also or above all the people involved. The influence does not always have to come from the top, employees are often the "guardians of everyday culture". A positive atmosphere is often the most important basis for good work results. Further aspects in which culture can express itself: dealing with mistakes and conflicts, degree of co-determination of employees / hierarchy, team atmosphere, dealing and communication with clients / patients, leadership styles, financial and non-monetary appreciation and many other areas .

Why is it important to look at culture in an industry-specific way?

The corporate culture should always be considered against the background of the industry-specific requirements for employees and the needs of the clientele to be looked after. Team conflicts in integration and child and youth welfare, for example, are often based on the complex and challenging behavior of individual clients, but the reasons for this and how they are dealt with are very different in the two industries. A culture of mistakes in nursing is just as important as in all other social sectors and yet there is a very heterogeneous approach to it. So much can be revealed: Talking about mistakes is far too often a taboo. The needs, the behavior and the people involved are so heterogeneous in all branches of the social economy that the corporate culture is also different. Thus, a targeted control of culture must also take place through different approaches.

Why is the corporate culture relevant for corporate success?

The direct causality between corporate culture and economic success is difficult to prove. Studies show, however, that there is a connection between specific cultural indicators and corporate success. Factors such as a culture of mistakes, a strong bond with the team through team building measures or good leadership can have a positive influence on the working atmosphere and thus strengthen employee satisfaction. This in turn can lead to more identification with the company and increased productivity. In addition, a positive corporate culture has an impact on the health of employees, as the 2016 Absence Report from the AOK Scientific Institute (WIdO) has shown. It is obvious that the stable health of employees has a direct impact on the company's success: fewer sickness-related absences lead to less, getting out of the free time ‘, employee satisfaction increases and the quality of the service is stable. This leads to customer satisfaction and ensures profitability.

This is what you can expect from us in 2020

In our main topic “corporate culture”, we dedicate ourselves to the many facets that this field raises against the background of industry-specific aspects. So it is inter alia. involve the participation of employees and clients, avoiding and resolving team conflicts, error culture, suitable HR concepts for the requirements of person-centered service provision, employee development, survey and training as well as many other interesting and relevant cultural topics.

© pressmaster / stock.adobe
Text: Marie Kramp