‘Good work culture has the power to transform’

From Marxian to Maslowian theory — The Culture of Emotional Ownership, a book by Manik Kher, covers various aspects that determine a good work culture. A full-time research scientist with the University Grants Commission, Kher’s effort is an outcome of her observations on different types of organisations and discussions with people from diverse sectors.

Kher has published nine books based on her research studies — mostly on technological change. She said her new study was due to the realisation that without a good work culture, technology alone cannot bring about the desired change. “As I started thinking about this theme, it struck me that at the core of cultural change is the change of mindset of the people. Only good leaders can do that by setting an example. They can drive ordinary people into doing extraordinary work through inspiration, honesty and trust,” she said.

The study takes a peek into socio-economic change and how industry evolved over time. Karl Marx, Friedrich Engels, Robert Sutton, Kakasaheb Gadgil, Elton Mayo and Abraham Maslow, among many others, in various chapters provide a better understanding on organisational transformation. “Though I have discussed various theories, experiments and experiences, I have purposely avoided research language. I want readers to read it like a novel rather than like a research study,” said Kher about the simple style she has adopted to write the book.

So, is this a guide for organisational transformation? “Not at all, those who want to bring about a change in the organisation could analyse the book and evolve their own ideas. It’s a pointer to how to recognise people, the relationship with employees and the organisation, what a boss should do to avoid nonsensical behaviour of employees and so on,” she said.

The chapter ‘Emotional ownership of work’ discusses the common thread for success at the workplace, like contribution to organisational mission, feeling of achievement in work, opportunity for self-expression, liking for work, opportunity to learn something new and freedom of empowerment. It speaks at length about how responsibility induces discipline in work. “It has been the age-old trick of schoolteachers to discipline the naughty child in class by making him/her the class monitor. Along with responsibility, the major factor contributing positively to the sense of meaningfulness is freedom at work. Freedom and empowerment go hand in hand,” said Kher.

The book also discusses how recognition for good work can bring the desired change. “Employees sense recognition at the individual and collective levels. As people are becoming more individualistic, they tend to compartmentalise between their individual contributions and teams. Recognition at both levels is essential for the bond between the employee and the organisation,” added Kher.

Kher also stresses on the need for good social relations at the workplace and how nasty behaviour should be kept at bay. “There are workplaces infested with nasty colleagues. They do nothing but destroy emotional ownership towards the organisation. Employees talking behind one another’s backs, groupism and backbiting obstruct the creation of a healthy atmosphere. Robert Sutton describes and argues vehemently that they be reformed,” she said.