"Common Successful Organisation" Symptoms
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Tradition of life-time employment
Job security in exchange for loyalty to organisation and individual managers
Informal rules and personal relationships dominate formal systems for performance evaluation and career advancement
Limits to management and staff's responsibilities; discouraged to go outside those boundaries
Staff not looking for challenges within or outside the organisation
Position and power within the organisation network determines who gets what
Seniority promotion system
Performance system not linked to business performance ie loyalty valued more than performance
Success in an organisation can result in big individual egos and arrogant corporate cultures
Great success in an organisation creates a momentum that demands more and more managers to keep the growing enterprise under control while apparently requiring little, if any, leadership
Development of organisational defensive routines to preserve status and sense of security, ie in searching for the source of problems, they need look outside themselves and often outside the organisation to the unpredictable environment
A culture locked into decades of die-hard habits and unable to examine the basic assumptions and processes of almost everything the organisation does
Other signs of an organisation that erroneously perceives itself as successful include
- inconsistent product quality
- slow response to market place
- lack of innovative and competitive action
- uncompetitive cost structures
- inadequate employee involvement
- unresponsive customer service
- inefficient resource allocation
