RESEARCH 2021
You would definitely like to work in a constructive organization.
Be part of your organization's transformation!
The research we will carry out will address 3 areas of interest:
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What leaders want and how they promote their leadership philosophy
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What employees say about the culture of their organizations
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How would the employees, ideally, want their job to be
Why are we doing this research?
We believe in change and we know that only in time we can see the impact of the actions we take with leaders and organizations, especially at societal level. It is easy and very convenient to blame the country when things are not going well. Anything that goes well, at the country level, tends to be attributed to luck or to a handful people. There is no association, as yet, between good outcomes and a systemic approach or a national strategy.
The good or bad outcomes we perceive at the national level comes from the ability of all institutions or organizations to do their job well, to understand their purpose and role both at the organizational level and in relation to their own employees. People need relevance and they have it if they understand the purpose and significance of their work. People need belonging and they have it if they understand how, to what and with whom they contribute.
People need to be seen and they feel seen if they are treated with consideration. When this happens, they will contribute with all the effort they are capable of for the good of the organization they belong to, for themselves, for their customers or for society. When people do not feel relevant, when people feel that they are treated formally, as resources at hand, when people are scolded or treated badly by those who lead them, they will reduce their efforts to the minimum level necessary to survive in their organization.
Our next aspiration and ambition, at societal level, is that meeting basic criteria for the performance and functioning of companies and public institutions (in terms of organizational culture and leadership style) to become a social norm.
Fifteen years ago, when we introduced the preoccupation for organizational culture in Romanian organizations, we were practically speaking a different language.
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Meanwhile, the concept of organizational culture is present in most strategies developed by organizations, either public institutions (citing in the annual activity reports the concern and interest in improving the organizational culture), or corporations (they being the first to be interested in this). subject), but also large entrepreneurial companies, which in recent years have begun to see the value brought by the concern for organizational culture.
In 2009 we communicated the results of the first large-scale national research on the culture of Romanian organizations, a research in which over 150 organizations and over 1500 employees participated. The communicated data were collected in 2008, before the start of the financial crisis in Romania. 12 years after the first national research on organizational culture in Romania, the socio-economic context was strongly marked by at least some critical, historical moments: the financial crisis of 2009, the post-crisis recovery with specific characteristics, the social, economic and health crisis caused by the coronavirus pandemic, the pressure for digitization, the pressure for reform at the societal level.
Thus, the legitimate question arises: how do we cope with the ever-changing context? No change can be made in the absence of understanding and clarity about what the current state has generated and what the vision for the future is. Who are we, how are we, how prepared are we for what we set out to do, and what do we really set out to do?
In the development of organizations, regardless of their nature (field, size, membership) there are two coordinates that set the tone and are self-sustaining: organizational culture and leadership (the way people are led). Leaders build culture, culture grows leaders like her. The circle can be vicious or virtuous.
We intend to carry out a new research at national scale, that will show us an image of how Romanian organizations work. We believe in the power of organizations to contribute to changing the world, and we want to help organizations become their best versions. Performance does not mean the same thing for everyone, but the aspiration to be at the maximum level of potential that you have, is the only meaningful vision that a person or an organization can have.
The 3 areas of interest will be analyzed and correlated so as to provide a clear picture of whether there is a connection between what leaders want and what they generate. The data collected from organizations will allow us to analyze the impact that the top people in the management of Romanian organizations have on the cultures of the organizations they lead.
Moreover, we will conduct the first research in public institutions in Romania. We will invite at least 150 public institutions to participate in the research, selected according to their strategic impact at the societal level. Also, the research aims to provide public institutions with a benchmark for analysis and materials which can be used later in the development of administrative reform strategies.
The benefits of research for participating organizations
Leaders will receive a clear picture of their own leadership philosophy
The leaders of the participating organizations will obtain information about how the organizational culture is perceived in the organizations they belong to
Leaders will obtain specific quantitative information about the difference between employees' expectations and perceived reality
Human Resources Managers will receive a set of practical recommendations for the organization they represent, starting from the management philosophy of the leader of the organization and from the expectations of the employees.
Each participating organization will receive its own set of interpreted data in the context of research and an accredited Human Synergistics consultant will be available for clarification.
The leaders of the organizations will benefit from an individual debrief session for the individual report that we will deliver
Quantified, these benefits add up
• time allocated to each organization (approximately 4 hours of which 2 hours individual discussion with the leader of the organization and 2 hours discussion with the Human Resources manager and the manager of the department that will contribute with data for research)
• use of locally and globally recognized and accepted methodology (tools used and interdependencies between them)
• know-how on leadership - organizational culture
• a total benefit of 2,000 Euros per organization.
The benefits of research for participating organizations
We will make known a national benchmark for the organizational culture and we will extract general ideas and recommendations for improvement on the 3 types of participating organizations (public institutions, corporations, entrepreneurial companies)
We will clarify the understanding of national norms of work culture in the context of national culture
We will understand how prepared the Romanian society is for the administrative reform and we will know specifically the pros and cons
The research results will also be analyzed in comparison with global data.
Types of organizations participating
1. Any kind of organization preoccupied by its organizational culture can participate in the research, whether they perceive it as good or not.
2. Organizations of any size and from any field of activity can participate in the research.
3. Each main type of organization (public institution, corporation, entrepreneurial company) will have designated a unique project coordinator from Human Synergistics Romania.
OCI® Ideal
(Organizational Culture Inventory® - Ideal)
OCI®
(Organizational Culture Inventory® - Curent)
OEI®
(Organizational Effectiveness Inventory®)
LI
(Leadership/ Impact®)
The following inventories will be applied online
Research methodology
Each project manager / project coordinator from the research organizations will receive detailed information about the tools used and the way to apply and collect data (which will be done mostly online).
National research plan
02
Launching research publicly, communicating the information necessary to participate
Pilot - Launching the research in the close environment to refine communication
01
Collecting entries for organizations that want to participate in the research
03
04
Designation of internal project managers from each organization
Training of project managers
05
06
Data collection
Follow-up to the participating organizations for scheduling individual discussions with the organization's leader and the Human Resources manager
07
08
National Conference for the presentation of research data
Intermediate analyzes
09
10
Completion of data collection and data processing
Consolidation, adjustments, additions
11
12
Intermediate status communications and reminders
Methodology and tools
OCI® - Organizational Culture Inventory®
The OCI® inventory is recognized as the most widely used and thoroughly researched organizational surveys for measuring organizational culture in the world. The versatility of this scientifically validated but practical tool for measuring culture has contributed to hundreds of academic and business publications showing the importance of high-performance constructive cultures in improving member involvement, work group effectiveness, and organizational sustainability.
OCI is the only tool in the world recognized by an international academic community that measures organizational culture - that is, how people think they are expected to behave to fit the organization in which they work, or in a more specific language. , behavioral norms and expectations that reflect more abstract aspects of culture, such as shared values and beliefs in an organization.
OCI is used in cultural change projects together with OCI Ideal for determining cultural differences, setting and prioritizing change targets.
OEI® - Organizational Effectiveness Inventory®
The OEI inventory the Human Synergistics tool that measures employee engagement and satisfaction, is based on concrete research data, and is suitable for change programs based on data and measurements designed to increase not only member engagement but also the effectiveness of the organization. The OEI allows the level of commitment of the members of the organization to be established and the strengths and development needs to be identified.
OEI allows organizations to measure both the causal factors that drive and shape their culture, and the impact of culture on employees, groups / teams, and the organization as a whole. The questions in the questionnaire are based on articles, confirmed theories and classic papers in the field of human resource management and organizational behavior.
Leadership / Impact® L / I
Leadership / Impact (L / I) is a transformational tool designed to help leaders become aware of the impact of their own leadership strategies and the extent to which they affect the organization's performance.
Leadership / Impact provides executives with information and insights into the leadership strategies they use and their impact. These perspectives are used as a basis for identifying strategies and techniques that leaders can use to increase the long-term effectiveness, performance, and productivity of the organization and its members.
This impact tool is very useful for understanding the extent to which a person's leadership philosophy is part of the problem or solution in a culture transformation, because L / I uses the same conceptual model to describe impact as the tool for diagnosing organization, thus allowing a direct comparison.
OCI® Ideal - Organizational Culture Inventory® Ideal
The OCI® Ideal inventory is the version of the OCI inventory that allows the design of new behavioral models that support the vision, strategy and objectives of the organization.
Identifying the ideal organizational culture involves defining a set of desired behaviors more precisely, describing how top management would like employees to behave so as to support the strategic direction of the organization.
We strongly believe in the role of organizations in contributing to the improvement of the world and people. If only a few years ago organizations had the unique privilege of choosing their employees, mainly on the basis of competence, now the balance of choice is quite inclined by employees, who also begin to choose organizations in which they want to work.
Employees are attracted to missions and organizational cultures that resonate with their values ​​and aspirations. Employees believe now, more than ever, that they can bring value to the right place. And if the place is the right one, it's true, they really bring value. It is a historic moment in which the two worlds, of people and of organizations, finally meet in a similar balance of forces. How do the organizations in which employees want to work, look like?
What is the philosophy of those who lead organizations in Romania?
How do the organizations in our country really look like?
What is done to create organizations in which people want to work?
How can the culture of Romanian organizations be easily understood and managed? What are the levers for changing the organizational culture ?
How is the performance stimulated by the organizational culture?
We aim to answer these questions and give the leaders of organizations and public institutions in Romania a model to look at their organizational culture and to understand what they have to do, so that they bring them closer to what they want, but also to the mission they have to fulfill.
We aim to provide all people working in organizations with a model to look at them, to understand them and to choose them, so that they can cope with the environment in which they are and reach their potential. We invite you to join us in this process of mutual knowledge!
We thank all the Human Synergistics Accredited Consultants specialized in Organizational Culture for supporting this initiative.
Thank you for not being with us for Changing the World - Organization by Organization!