Informal or formal? – The importance of corporate culture and viral management
In principle, management by concepts have established themselves as the basis for effective work and the creation of a corporate culture, especially in new companies. After all, every management method pursues similar corporate goals. The only difference is the approach to achieving the goals. This is how externally perceptible corporate images emerge. For example, customers encounter first-class service or ignorance in the event of complaints. In the company waiting area a drink is offered in a friendly manner, while other companies even demand money from makeshift visitors to use the toilets.
Corporate culture is therefore the tone that prevails in a company. Stressed, calm or highly motivated? The working attitude of the employees is largely the result of applied management techniques that are used with the aim of maintaining the corporate culture or changing unprofitable business processes. The individual personality is often pushed into the background. This more or less consistently enforced “paternalism” carries with it the risk that employees lose a high proportion of their personal motivation. Even change management, whose idea is based on improvement processes, can pull the floor away from qualified employees. If the employee does not identify with the company’s values, high sickness rates and dismissals are indicators of inadequate management measures that are not applied rationally.
What is Viral Management?
The prescribed may well be one reason why in many companies today, under the name of “Viral Management”, employees are no longer restricted by management by concepts. Rather, they should identify themselves with the company using their own real strengths – and not the soft skills adapted to the top ten. The company management is always open to the concerns of the employees. This is almost comparable to an anti-authoritarian upbringing. This method is intended to appeal more strongly to employees’ personal responsibility and to them being able to recognise that their attitude also influences their satisfaction.
Viral management should support the employees in the best possible way. The uncreative finds the better place in the pure, careful data acquisition, the slow one is probably rather top-heavy detail-oriented, and the communicative one is not always also suitable for meeting situations, which are usually linked to a tight schedule in a result-oriented way.
The psychiatrist and management consultant Leandro Herrero founded the method of viral change management. The view that normal change management methods are too product-oriented, dictatorial and rigid, and that employees with their personal characteristics are not optimally employed, led him to the assumption that “fraternization among colleagues” on an informal level holds more potential for successful business processes than behaviours and rules dictated by management.
Informal new ways
The negotiation product here is rather the practice-oriented work attitude of the employees. What works faster and easier for some, can lead to unwanted extra work elsewhere, thus lead to dissatisfaction, or strengthen commitment. The need for change is almost always present in companies. In order to avoid investing countless hours in meetings, viral management supports the flow of information between colleagues. On the one hand, unrealistic projects are not even put on the table. On the other hand, there is a higher acceptance of feasible changes, as the employees have the feeling that they are actively shaping the company in this way.