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Achievement culture is a type
of culture that encourages and values the performance of people. The leaders spell out and communicate clearly
the vision and goals to all level of staff in the organization. Organizations have measurable objectives and hold
people accountable for achieving them.
The achievement culture
places emphasis on the work to be done rather then on roles. Decisions in such a culture are made
laterally rather than hierarchically.
Individuals are motivated by enthusiasm for the job. Employees are encouraged to think of new ways
of during work.
The strong achievement
organization is an exciting and creative place to be in. Rules, regulations and policies are constantly
reviewed. Consultation takes place at
all levels. Change is part of the
working life; creative thinking and innovation are common practices that result
in higher and higher levels of achievement.
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8 common stored-value critical to develop strong achievement
culture
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1.
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Result Oriented
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- strong focus on result
- have leaders who are relentless in their effort to pursue
results
- communicate the importance of results
- demonstrate it through consistent follow up
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2.
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Superior
Customer Service
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- integrate
technology, process, strategy and people
- customer
value their service and products highly
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3.
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Innovation
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- goes beyond departments
- everyone in the organization must practice
- transforms dreams and ideas into reality
- creates things that the world has not seem before
- requires experimentation
- is risky
- leaders must encourage risk taking and develop a tolerance
for mistake
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4.
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Fairness
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- treat
people fairy
- no
favoritism
- no
back stabbing
- no
blackmailing
- no
credit snatching
- no
rundowns
- requires
leaders to communicate the rules of the game and the scoring system early and
clearly
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5.
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Respect
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- having regard for people
- create more conducive environment for people to do their best
- some of the best work comes from people who have a sense of
pride in their work and the workplace
- people who respect others are in turn respected by others and
they are happier
- happy employees are more effective and productive
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6.
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Change
Responsive
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- ability
of organization to align internal changes to be the external forces of change
- the
significance lies not in the changing, but in the intensity and speed of the
change
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7.
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Accountability
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- taking ownership of problems and making sure they are solved
- leaders should encourage people to share and communicate the
results they have attained on a periodic basis and in an open manner
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8.
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Passion
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- leaders
must have passions
- leaders
communicate and translates visions into a passion that staff can identify
with and work towards
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Vctor S.L Tan
The Achievement Culture
NST Wednesday, May 9 2012
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