Institute of Management
Building management capability
NZIM Management Model Key Attribute 3: Capable Organisation
Culture
The way we behave around here (Culture) can make an organisation either more, “Capable” or “Dysfunctional”. For example depending on the behaviours exhibited a customer can gain an impression that the whole organisation is listening to them and aiming to ensure they have a good experience or they can gain the opposite experience, often just based on one interaction with an employee.
Therefore, building a Capable Culture is about identifying Behaviours that will “enable” the organisation to achieve its objectives. Managers need to understand how to identify these core behaviours and then how to motivate people in the organisation to actually demonstrate these critical organisational behaviours.
Engagement
People can choose how much of themselves they commit to the organisation. This process occurs in stages. The first is when the person’s basic needs are met. They have enough money for their basic needs, they have the resources to do their job, and they understand what is required of them in their job. The second level of engagement relates to the person feeling valued. That is they believe mostly that what they do at work is worth doing. The third level is having a sense of belonging. This is where the person feels the people around them are the people they want to work with and that they feel the Vision of the organisation is one they can support fully. The final level of engagement is that the person believes they have the opportunity to grow and develop. As each stage is met the person becomes more committed and engaged. They are motivated and enjoy being where they are and the organisation receives increased value as the person commits more. This is an important issue for managers as the baby boomers retire and competition for resource increases.
Organisational Change
Managers need to be able to implement successful organisational change as well as conceiving it. There are some well researched methods for conducting change and managers need to understand and be able to apply these concepts effectively.
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