The Harris Poll recently surveyed 23000 employees across various industries/ functions and found the following incredible results:

• 37% of staff have a clear understanding of their organisation’s goals
• 1 in 5 was enthusiastic about their team/organisation’s goals
• 1 in 5 has a clear “line of sight between their tasks and organisation goals
• 50% satisfied with what they accomplished by the end of the week
• 15% felt the organisation enables them to execute key goals
• 15% said they work in a high trust environment
• 17% felt their organisation fosters open communication, and is respectful of differing opinions and new ideas
• 13% felt they have high trust, highly cooperative working relationships

Such data is sobering - despite all our gains in technology and product innovation, most staff are not thriving in the organisations they work for.

Being effective is no longer optional in today’s world – it’s the price of entry to the playing field. But surviving, thriving, innovating, excelling and leading in this new reality will require us to build on and reach beyond effectiveness…towards greatness.

The time has come for a fulfilled, energised workforce, empowered to significantly contribute and passionately execute organisational and individual goals.

Until recently, most executives ignored the role of organisational culture even though the greatest management thinkers such as Peter Drucker have
trumpeted its importance.

As volatility and uncertainty have grown and as we have shifted to an economy that values innovation as well as execution, organisations are looking to creative cultures that make full use of employee talents and align corporate goals with individual activity.

The abstract workings of a company’s culture will profoundly affect its innovation capabilities, its ability to execute, minimise corruption, spur
teamwork and the open flow of information.

One of the major performance challenges facing many organisations is to convert a bureaucratic organisation into an entrepreneurial culture. In a
bureaucracy, people are given a set of resources and manage them as best they can. They think in terms of following procedures and performing tasks.

In an entrepreneurial culture, the opposite is true. Entrepreneurs run lines of business, and find ways to serve their customers by acquiring whatever resources are needed. They focus on delivering products / results, and are empowered to perform any tasks and utilise any processes needed to get the job done.

Entrepreneurship means continually thinking about what it takes to keep your business competitive and your customers happy, behaving with initiative, innovation and creativity.

::What will you learn?
The Organisational Culture Inventory (OCI)
The OCI is the most widely used and researched tool for measuring organisational culture in the world. It provides an assessment of an organisation’s operating culture in terms of the behaviours that members believe are required to "fit in and meet expectations" within their organisation. It enables organisations to analyse their culture and identify practical strategies for enhancing their productivity and effectiveness.

:: About the programme facilitator

Clyde van Zyl has been a Human Resources Training Specialist and Consultant for the past fifteen years, specialising in the areas of leadership and life management skills. He has trained a wide spectrum of industries and organisations throughout the financial, local government, mining and business sectors throughout Africa as well as in Europe.

He has Post Graduate Degrees in Psychology (Cum Laude) and Personnel Management. His passion is inspiring and enabling people and organisations to create a better life for themselves and others.

Outside of his professional life, Clyde is a Qualified Childline Counsellor, Squash Coach and International Scuba Dive Master. His latest passion is golf, which is providing extensive material for his Stress Management Programmes. investment.

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