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Bad Behaviours, Toxic Cultures
We've recently completed a major study looking into how non-manager behaviours contribute in positive and negative ways towards organisational culture and UGRs. This study, which acquired the views of more than 1000 people in over 30 countries, revealed some fascinating insights.
The study can be found here
The Report's Media Release:
Many senior managers out of touch with workplace culture
A recent international study of more than 1000 people has confirmed what many have long suspected, senior managers are unaware of what their staff really think.
The study titled Bad Behaviours, Toxic Cultures, which was undertaken by Australian based Keystone Management Services, reveals that many senior managers don’t realise staff are gossiping, spreading rumours, ridiculing management and displaying general negativity.
Director of Keystone Management Services, Steve Simpson, said the study found consistent and strong differences about how senior, middle and non-managers viewed their workplace culture.
“More than 40 per cent of employees surveyed said that negative behaviour was rife in their workplace, yet only 20 per cent of senior managers felt this behaviour was commonplace,” Mr Simpson said.
“In contrast 72 per cent of senior managers said staff often displayed positive, solutions-oriented mind sets, while only 50 per cent of non-managers felt this behaviour was commonly showed.
“Overall 51 per cent of senior managers rated their workplace culture highly, compared to 28 per cent of middle managers and 29 per cent of non managers,” he said.
Mr Simpson said the results are disturbing as a negative workplace culture can have dire consequences on an organisation.
‘The worrying thing about the study is that senior managers seem to be unaware problems exist, which means it is unlikely that underlying issues will be addressed,” he said.
“Consequence of a negative workplace culture include staff who only carry out the minimum work required, lost productivity as energies are directed towards negative behaviour and a higher staff turnover.
“Not only are all of these symptoms very unpleasant, but they can also have a major impact on the bottom line performance of a business.
Mr Simpson said it is vital that senior managers are in touch with workplace bevaviour, and there are some simple steps that can be undertaken to improve toxic cultures.
“Managers need to put in place tools to monitor the organisation’s culture and then act on the results and be open to feedback,” he said.
“It is important that senior managers are seen as being proactive and align what they say they are going to do with what they actually do or staff will not bother voicing concerns.
“Non-managers can also help improve their workplace culture by directing their energies towards being constructive and by speaking to their manager if they have a problem rather than dealing with the issue in a negative manner,” he said.
The Impact of Organisational Culture
In 2010 we conducted research into the impact of organisational culture on performance and productivity. We wanted to quantify how people rated their existing culture and to get their views on the performance and productivity gains that could be achieved if their culture was realistically improved to be as good as it could.
This report provides details of the outcomes from this survey - results which are truly compelling for organisational leaders.
If you ever needed a 'business case' to argue for an investment in workplace culture, this report fits the bill.
The report is availbale here