It is an axiomatic fact that, irrespective of the meaning attached to the idea of “strong organizational culture” and of the effects culture may or may not produce upon individual productivity, a consistent and clear corporate culture enabling employers to inspire integrity, elicit positive feelings about the organizational attributes, support the business values and foster the behaviour considered as appropriate by the employer invariably assumes a remarkable significance.
To be able to assess and judge whether other individuals properly fit a business’ culture, the assessors must clearly deeply and thoroughly know and understand it. The concept and content of corporate culture cannot be hence vague, but has to be appropriately and unambiguously developed and formulated.
The measurement of something is habitually associated with the need to compare the effects yielded by two different processes over the same period of time or to assess whether, and eventually to what degree, the same phenomenon has evolved over time. Measurement enables thus employers to assess and determine the rate a specific variable increases or decreases with the passage of time and to make effective comparisons of the internal variables with the equivalents of different companies. Comparing a business turnover and sales volume over a determined period of time against the same data recorded by competitors, for instance, definitely represents a widespread and useful exercise.
According to the Whittington and Dewar (2009) size-number rate tenet, smaller organizations should have weaker cultures in that “when there are few people in the organization … then it’s likely the organizational culture will also be weak, lacking consistency and pervasiveness.” In contrast, it could be argued that in small organizations, thanks to the reduced number of individuals working within it, the founders could find it easier to foster and endorse the values and beliefs which these want to underpin their concern’s culture. Yet, this depends on the visibility which strong influencers have or otherwise within a business. In some extremely large organizational contexts, for instance, the presence of strong leaders might risk going unnoticed or noticed by just a very few employees.
Identifying strong influencers
within an organization is particularly significant for employers in that these
can reveal to be valuable allies or fierce enemies during the implementation of
cultural change. The accurate observation of the behaviour exhibited by strong
influencers can also help employers to assess and identify the behaviour which
can be considered as negative and positive within the organization and, to some
extent, to even better asses and categorize organizational culture.