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16. What mentality pervades your company? Why? Is this men-
tality the same as yours? What have you done to try to change either
your company's mentality, your own mentality or both?
17. What are tangible expressions of your company's attitude
toward its employees?
18. Would you describe the atmosphere at your company as laid-
back or uptight? Why?
19. How would you conclude a speech about the future of the Rus-
sian economy? (Your conclusion should summarize your main points.)
Recognizing a Bad Corporate Culture
By Laura Boswell
A company's corporate culture can be just as important as your
paycheck when it comes to your career satisfaction.
No matter how detailed a job description or want ad is, you can't
fully know what it will be like to work at a particular company without
getting an understanding of its corporate culture. And no matter how
great a job is, the culture (a company's day-to-day way of doing busi-
ness and expectations of its employees) can make or break your per-
formance-and your sanity.
A recent U.S. News and World Report article (“Why It Pays to
Quit,” November 1, 1999) reported that this year, approximately 17
million workers will quit their jobs, up 6 million from five years ago.
In today's strong economy, better money is certainly a driving
force here. But many experts argue that “better money” is a scapegoat
used by departing employees and exasperated managers to mask deeper
issues in a company's culture. Rather than “money,” it may be the
things that are difficult for a company to admit-high profits that are not
shared, low ethics, distrust and intolerance-that send an employee
searching for greener pastures.
It is difficult to gauge a company's culture in a one or two-hour
interview. At best, you might have a chance to sit privately with a cur-
rent employee and ask questions. If you do, don't limit your questions to
“What are the hours like?” and “How big is your cubicle?” You should
be digging a little deeper.
84
“There are some key questions a job candidate should ask before
accepting a position,” says San Diego-based Perim Consulting's Brian
Lange. “If the candidate can ask interviewers – and ideally other com-
pany employees – the following questions, he or she may get some
valuable insights:
• How would you describe the nature of the work environ-
ment?
• How do you think the managers within the company would
describe their management philosophies or roles?
• Do you feel you know what is expected of you?
• Do you receive feedback on your performance?
• Are there opportunities for development / training?
Also, be certain to get an idea of how teams communicate and
work together at your future job. Much of bad corporate culture can be
traced to lack of communication. One company's survey of exiting em-
ployees found that 65 % noted that a lack of coaching or feedback was
key in their decision to leave” (“Why Employees Leave,” Employment
Management Today, Winter 2000).
“Usually, when a management team doesn't receive strong mes-
sages from senior management about the company's direction or values,
they tend to implement multiple operating plans that are disconnected
from each other,” says Lange. “If companies don't know what they don't
stand for (and what they won't stand for!), where they're going and what
makes them unique in the marketplace, they will never reach the level
of corporate self-actualization.”
Perhaps you are already in a job where you dislike the corporate
culture. What can you do?
“It is difficult for one person to overhaul an entire company's cul-
ture, but there are some things you can do,” says Lange.
• Do research and reading on improving current culture, and
share it with someone in a more senior position to get the ball rolling
for change.
• You might suggest hiring a consulting company to help craft
and implement appropriate systems and training to contribute toward a
better working environment.
• Finally, you may indeed need to look for another company that
has a better corporate culture for you.
16. What mentality pervades your company? Why? Is this men- “There are some key questions a job candidate should ask before tality the same as yours? What have you done to try to change either accepting a position,” says San Diego-based Perim Consulting's Brian your company's mentality, your own mentality or both? Lange. “If the candidate can ask interviewers – and ideally other com- 17. What are tangible expressions of your company's attitude pany employees – the following questions, he or she may get some toward its employees? valuable insights: 18. Would you describe the atmosphere at your company as laid- • How would you describe the nature of the work environ- back or uptight? Why? ment? 19. How would you conclude a speech about the future of the Rus- • How do you think the managers within the company would sian economy? (Your conclusion should summarize your main points.) describe their management philosophies or roles? • Do you feel you know what is expected of you? Recognizing a Bad Corporate Culture • Do you receive feedback on your performance? • Are there opportunities for development / training? By Laura Boswell Also, be certain to get an idea of how teams communicate and work together at your future job. Much of bad corporate culture can be A company's corporate culture can be just as important as your traced to lack of communication. One company's survey of exiting em- paycheck when it comes to your career satisfaction. ployees found that 65 % noted that a lack of coaching or feedback was No matter how detailed a job description or want ad is, you can't key in their decision to leave” (“Why Employees Leave,” Employment fully know what it will be like to work at a particular company without Management Today, Winter 2000). getting an understanding of its corporate culture. And no matter how “Usually, when a management team doesn't receive strong mes- great a job is, the culture (a company's day-to-day way of doing busi- sages from senior management about the company's direction or values, ness and expectations of its employees) can make or break your per- they tend to implement multiple operating plans that are disconnected formance-and your sanity. from each other,” says Lange. “If companies don't know what they don't A recent U.S. News and World Report article (“Why It Pays to stand for (and what they won't stand for!), where they're going and what Quit,” November 1, 1999) reported that this year, approximately 17 makes them unique in the marketplace, they will never reach the level million workers will quit their jobs, up 6 million from five years ago. of corporate self-actualization.” In today's strong economy, better money is certainly a driving Perhaps you are already in a job where you dislike the corporate force here. But many experts argue that “better money” is a scapegoat culture. What can you do? used by departing employees and exasperated managers to mask deeper “It is difficult for one person to overhaul an entire company's cul- issues in a company's culture. Rather than “money,” it may be the ture, but there are some things you can do,” says Lange. things that are difficult for a company to admit-high profits that are not • Do research and reading on improving current culture, and shared, low ethics, distrust and intolerance-that send an employee share it with someone in a more senior position to get the ball rolling searching for greener pastures. for change. It is difficult to gauge a company's culture in a one or two-hour • You might suggest hiring a consulting company to help craft interview. At best, you might have a chance to sit privately with a cur- and implement appropriate systems and training to contribute toward a rent employee and ask questions. If you do, don't limit your questions to better working environment. “What are the hours like?” and “How big is your cubicle?” You should • Finally, you may indeed need to look for another company that be digging a little deeper. has a better corporate culture for you. 83 84
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