Changing Company Culture: It’s a Matter of Principles

By Paul Borders, CMRP 

If I had a dollar for every time I’ve heard a client say, “We’ve got to change the culture!” I would be a wealthy man.

The truth is that the culture has been created by the expectations communicated by an organization’s past and current leaders. So why is there such a mismatch between the behaviors managers observe in their plant each day and the behaviors they would like to see embedded in their work culture? What is creating this disparity between desired culture and actual culture?

The people calling for a changed culture are often experiencing the painful results of behaviors that are typical in reactive manufacturing organizations. And the results go beyond poor quality work, poor communication and production issues. The impact on the workforce goes even deeper, with workers feeling frustrated by work that’s not well organized or managed.

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