{"id":998,"date":"2018-07-08T08:53:58","date_gmt":"2018-07-08T08:53:58","guid":{"rendered":"http:\/\/www.realworldconsulting.kiwi\/rwc\/?p=998"},"modified":"2018-07-08T08:57:01","modified_gmt":"2018-07-08T08:57:01","slug":"organisation-culture-is-a-good-barometer-of-the-management-style-in-place","status":"publish","type":"post","link":"https:\/\/www.realworldconsulting.kiwi\/rwc\/rwc-blog\/organisation-culture-is-a-good-barometer-of-the-management-style-in-place\/","title":{"rendered":"Organisation Culture is a Good Barometer of the Management Style in Place"},"content":{"rendered":"

Today I was reflecting on the various management styles that I’ve seen over the years. This exposure has taught me a very important lesson that I’d like to hand-on to the next generation of leaders coming through, as follows.<\/span><\/p>\n

If you are contemplating applying for a senior management position (e.g. GM\/ CEO role) in particularly a private sector company, during the interview ask these pivotal questions in order to gain an insight into the general culture of the given organisation:<\/span><\/p>\n

a) Is there an internal newsletter published by the GM\/ CEO to internal stakeholders – and if so what particular employees (levels of subordinates) receive such a newsletter.<\/span><\/p>\n

b) How frequently do face-to-face manager:employee meetings take place – and what do these meetings mostly focus on ?<\/span><\/p>\n

c) Approximately how many employees (as a percentage of the total workforce) here today were here 2 years ago ?<\/span><\/p>\n

d) What process is in place to ensure the encouragement and airing of new ideas ?<\/span><\/p>\n

Answers to the above questions will help you understand most importantly what level of openness\/ transparency exists, how well management communicates with subordinates, and what commitment there is to fostering an inclusive work environment.<\/span><\/p>\n

Answers to the above 4 x questions may also make the interviewer(s) a little uncomfortable – and possibly even resistant to answering one or more question. However, if you’re serious about securing the role that you’ve applied for, I suggest that it is vital<\/strong> that you know what “culture” you’re stepping into. Better to be forewarned (and therefore forearmed) than ignorant.\u00a0<\/span><\/p>\n

And you have to ask yourself the question, if your interviewer(s) is\/ are not prepared to answer one or more of the above questions, then what is causing this resistance\/ objection ? And do you really want to be a part of an organisation that prefers to dodge pertinent (truth-seeking) questions ?<\/span><\/p>\n

Remember, systems\/ processes\/ structure are relatively straightforward to change\/ effect upon stepping into a new senior management role…an ingrained culture is far more difficult to change.<\/strong><\/span> That’s why it is so important to discover what the existing culture of an organisation is before you join it !<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

Today I was reflecting on the various management styles that I’ve seen over the years. This exposure has taught me a very important lesson that I’d like to hand-on to the next generation of leaders coming through, as follows. If you are contemplating applying for a senior management position (e.g. GM\/ CEO role) in particularly a private sector company, during the interview ask these pivotal questions in order to gain an insight into the general culture of the given organisation:…<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[3],"tags":[],"_links":{"self":[{"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/posts\/998"}],"collection":[{"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/comments?post=998"}],"version-history":[{"count":5,"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/posts\/998\/revisions"}],"predecessor-version":[{"id":1003,"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/posts\/998\/revisions\/1003"}],"wp:attachment":[{"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/media?parent=998"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/categories?post=998"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/tags?post=998"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}