Organizational Culture

Each independent individual is vastly different, and in terms of tangible differences, they have different gender, appearance and nation. In terms of intangible differences, growth background, value orientation, education background and speed of response are all different. Therefore it is difficult for people with different backgrounds and viewpoints in the organization to blend in. The individual differences in the organization may have an adverse effect on group cohesion.

Differences in employees play a key role in business management. As a manager, it is necessary to carry out targeted and differentiated management based on people's differences and their relative characteristics. Specifically, including the following two aspects: Personnel Match and Complementary advantages.

Personnel match is put forward to make the staff characteristics and job requirements match, so that both organizations and individuals benefit. In the early days of employee selection, managers often spent considerable time and money assessing the skills and knowledge of employees while ignoring their intrinsic strengths. If the company cannot accurately judge the value of employees, the recruitment of employees is not suitable for their positions, or these employees increase the cost of the enterprise but did not create much value, job rotation should be adopted. For example, Intel Corporation employs about 10% of its 70,000 employees worldwide every year on a career shift within the enterprise, including general manager of Intel's global business unit.

Employees with different personality working together can complement each other to achieve the best collaboration. In general, managers of a unit or department are best not to be equipped with people with the same or similar capabilities and abilities. Take my own experience as an example. During last trimester, we needed to operate a software called Markstrat Stimulation to make decisions based on the market status of major products at different stages. Since our group did not identify a manager and several players were very personal, each time a decision was made, everyone had their own ideas. Therefore we could not reach a consensus, and the plan could not be implemented, resulting in the final failure in this competition with other companies. So in a team, it is best to have an intuitive person as a ‘militarist’, a thinking person is responsible for design, an emotional person is responsible for contacting employees, ideally an impulsive person to perform certain temporary tasks. Each offers gifts and processes that complement the others, contributing in a unique way to the qualitative functioning of the whole. Therefore, business management should pay attention to attract personnel with complementary skills.