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Many managers report feeling powerless to the influence of negative organisational culture There is no shortage of information about how to create a positive organisational culture or affect cultural change within an organisation. But what if you’re not the CEO or General Manager and you don’t feel like you have the power to create that […]
Export Reference Download PDF Print Social impacts are often overlooked in decision-making despite the importance of social and cultural resources. Social issues are often not recognized sufficiently in public debate yet are significant in the eyes of people and communities. The concept of “social capital” provides the context for understanding a range of phenomenon beyond […]
Linking social capital is a type of social capital that describes norms of respect and networks of trusting relationships between people who are interacting across explicit, formal or institutionalized power or authority gradients in society . These relationships are described as ‘vertical’ and the key feature is differences in social position or power. An example […]
Bridging social capital is a type of social capital that describes connections that link people across a cleavage that typically divides society (such as race, or class, or religion). It is associations that ‘bridge’ between communities, groups, or organisations. Bridging social capital is different from bonding social capital, which is within social groups and is […]
Bonding social capital is a type of social capital that describes connections within a group or community characterised by high levels of similarity in demographic characteristics, attitudes, and available information and resources. Bonding social capital exists between ‘people like us’ who are ‘in it together’ and who typically have strong close relationships. Examples include family […]
You’ve finally enticed a extremely talented and highly sought-after professional to join your organisation, but now you’re going to drop them in the barrel with all the other fish and see how they swim… Our recruits enter their new organisation as outsiders who have to ‘learn the ropes’. But what if your organisation has some […]
Your workplace has norms that govern appropriate behaviour, even if you are may not fully aware of them. All workplaces do. When humans interact social norms are developed and these norms are enforced by social sanctions. A sanction is a reaction from others to the behaviour of an individual or group. In general sanctions for […]
The role of celebration in organisational culture and social capital improvement How success and milestones are acknowledged and celebrated in an organisation has significant implications for organisational social capital and culture, and therefore performance. Consider the dichotomy between tall poppy syndrome and a congratulatory back slap culture. These are two very different ways in which […]
Firstly, it should come as no surprise that some individuals exert more influence on the culture of a group than others. I am sure that all teachers, trainers and facilitators are very aware of this phenomenon since they have to manage culture to get the most from the group. I have had numerous lengthy discussions […]
Change in organisations can be difficult, even traumatic for employees but change is required for improvement and ongoing success. In many workplaces there are people who are objectionists – I suspect this is not a real word but used here to describe people who regularly take objection to change initiatives. Therefore they are objection-ist. I’ve […]