How to Construct Department Culture?

A Google search for “company culture” turns up over 290,000,000 hits in a fraction of a second, picking up headlines from Forbes, The Wall Street Journal, and other business publications.

Why does culture gain so high demand? Because it’s extremely relevant, usually misinterpreted, and influences employee engagement—all of which finally alter financial achievement. 

What are the parts of the Department culture? what is the DNA of the culture that should consist of?

Culture is based on shared attitudes, beliefs, customs, and written and unwritten rules that have been developed over time and are considered valid (The Business Dictionary).

Culture also includes the organization’s vision, values, norms, systems, symbols, language, assumptions, beliefs, and habits (Needle, 2004).

The vital few parts of the culture of the DNA are Purpose, Vision, Mission, and Values.

How to establish Department Purpose:

Let us seek a few questions and fill the message.

Why does our Department exist?

What significant role does our Department play for society?

What do we add that is special or unique relative to the other players in the industry?

Who are we relevant to and what do they expect of us?

What would these individuals lose or miss out on if we didn’t exist?

How can we illustrate this complex combination without setting unrealistic expectations?

How to establish Department Vision:

Let us seek a few questions and fill the message.

• What problem does our Department pursue to solve?
• Why do we believe this problem requires to be focused on?
• Does this problem matter to other individuals?
• Do we truly believe we have the answer to that problem? 
• Are there changes we believe our Department can create?
• What are the greatest strengths of our Department?
• What is our dream for this Department?

How to establish Department Mission:

Let us seek a few questions and fill the message.

• Customers. Who are our customers? How do we assist them?
• Products or services. What are the main products or services that we offer? Their uniqueness?
• Markets. In which geographical markets do we operate?
• Technology. What is the firm’s basic technology?
• Consideration for endurance. Is the department devoted to growth and financial soundness?
• Philosophy. What are the primary beliefs, values, and ideologies that guide a Department?
• Self-concept. What are the Department’s strengths, capabilities or competitive positions?
• Consideration for community appearance. Is the Department socially responsible and environmentally beneficial?

Department Value:

Let us seek a few questions and fill the message.

At the center of the Department, cultures are generally shared values.

• Does meeting a project deadline take preference over delivering outstanding performance?
• Is a 10-hour company workday more meaningful to us than happy team members?
• In what cases will we say ‘no’ to a customer or turn down a prospect?
• In what situations is it okay to sacrifice family time for duty?
• What is one high standard we wouldn’t sacrifice for anything?
• What draws us to this organization?
• What drives our workplace culture unique?
• What do we do better than anybody else?
• What should we do better than anybody else?

All these questions will enable us to design our department culture. It is time-consuming to alter department culture, but it is possible. A company that doesn’t understand its own culture is like a individual without an identity. To encourage change and positive growth, the first step is to analyze the existing culture and start a well-planned change management process.