Remarkably, organizational culture describes the collective value systems, inherent beliefs, and principles governing the behaviors of individuals in organizational settings. Such systems can have massive influence on the dress codes, performance of assigned responsibilities, and actions of individual members. The primary essence of organizational culture is increasing integration and a sense of purpose or belonging (Alvesson & Sveningsson, 2015). Moreover, organizational culture entails certain repetitive behaviors aimed to help employees to remain connected to shared purposes and organizational aims and purposes. Different types of organizational cultures can enable non-profit entities to adopt comprehensive frameworks that can support operations (Alvesson & Sveningsson, 2015). Such frameworks are supported by relevant data used to influence decision-making processes. The two common nonprofit data culture types include culture of change and culture of growth.
Organizational culture of change
Under this type of organizational culture, nonprofits can encourage individuals to explore different options and strategies. The primary aim is to create a culture of natural or innate curiosity to tray new processes and decisions (Alvesson & Sveningsson, 2015). The individuals are encouraged to be innovative when during decision-making processes. They are allowed to take calculated risks when implementing new systems and processes. Such cultural practices stresses on effective adaptation to changing conditions and implementation of unique strategies.
However, the efficacy of innovative ideas or new ideas must be backed with pertinent data and information. Relevant data and information will enable the personnel to ascertain the probability of success of the new things they are implementing. Such calculated risks are crucial in the establishing a unique culture of change among relevant stakeholders (MacLaughlin, 2016). Nonprofit entities should support this natural curiosity and ensure effective flow of organizational processes. Undeniably, a workforce that can adapt to different market changes will ultimately help in the creation of an exceptional culture of change.
Organizational culture of growth
Nonprofits should encourage and support the development of a culture of growth among its personnel. Under this culture, the employees will make focusing on continuous improvements an important routine. In particular, growth cultures stresses on measurable success that are visible across various organizational frameworks. Developing an organizational culture of growth requires passion and commitment from the workforces. In competitive industries, the personnel should compare data on competitors and employ counter strategies to minimize their influence or impacts. Undeniably, establishing a culture that is focused on growth can sustain positive organizational outcomes (MacLaughlin, 2016). The aggregated data and information on market competitions and trends is critical in the development of growth strategies. In an organizational growth culture, more emphasis is placed on the helping the personnel to built their capacities to identify important market trends, challenges, and strengths.
Acting on the identified issues will ultimately result in organizational success and profitability. However, organizations should provide a safe environment that focuses in personal responsibilities. Additionally, the organization should encourage continuous learning processes among the employees (MacLaughlin, 2016). Such learning processes should focus on comprehensive inquiry of related data, curiosity to identified challenges and strengths, and transparency in the implementation of proposed growth strategies. Testing the unconscious market assumptions through manageable experiments can result in the development of effective processes and promote organizational success. Notably, growth culture is grounded in shared commitment among individuals and the innate desire to facilitate continuous improvements. In conclusion, the two organizational culture types would allow nonprofit organizations to adopt comprehensive frameworks for the collection of relevant data and information pertinent during decision-making processes.
Alvesson, M., & Sveningsson, S. (2015). Changing organizational culture: Cultural change work in progress. Routledge. Retrieved from http://untag-smd.ac.id/files/Perpustakaan_Digital_2/ORGANIZATIONAL%20CULTURE%20Changing%20Organizational.pdf
MacLaughlin, S. (2016). Data driven nonprofits. Saltire Press.