”The shared work culture that we experience as part of the management and organisational culture is largely responsible for the extent to which we can derive positive benefits for ourselves from our work.”
Particularly in processes of change and transformation, it is a crucial management task not only to focus on the formally designable area of an organization at the level of structures and processes, but also to take people seriously in their individual circumstances and to keep an eye on the cultural change that is always necessary.
In his lecture, Prof. Dr. Thomas Breyer-Mayländer highlighted the different levels of corporate culture...
ARTEFACTS (what you see, e.g. the buildings and their furnishings)
VALUES (what you feel together)
ASSUMPTIONS | CONVICTIONS (what you take for granted and do not question)
Prof Dr Breyer-Mayländer also made it clear that corporate culture should always be seen in the context of the self-image of individuals on the one hand and the culture of the environment (regions, countries, industries) on the other. In this way, possible resistance on the way to a new corporate culture can be identified at an early stage and taken into account in learning and transformation processes.
Photo: © Pekic / iStock
