This document discusses improving the working culture at an organization called NFA. It identifies several aspects of working culture to assess, including communication between leadership and staff, knowledge management practices, use of office space, team meetings, informal communication, diversifying tasks, staff motivation, building team culture, and addressing issues. For each area, it provides questions to evaluate the current status and ways to improve the working culture. The overall aim is to consciously work on enhancing various elements of communication, processes, and staff engagement to develop an ideal working environment at NFA.

1. c
Our Working Culture

2. c
The Basic Points
• What is a working culture?
• What is an ideal Working Culture?
• What is our working culture like?

3. c
Working Culture and the NFA
Working Culture
EB GB Communication
EB Given Feedback, EB consiously looks to
improve on communication assesses issues
Knowledge Management
Minutes, Files, Wikis, etc put up someplace
regularly and accessed. Usage of Surveys
Office Usage
Assessing how profession the LC is in using the
Office space
Team Meetings
How often are team meeting taking place and
followed up
Formal and Informal Communication
Chopaal, not work related mails being send to
induce a culture
Make Members Realize Importance of Tasks
Diversification of Tasks tracking members
using initiatives
Motivation - R & R
Looking at Members who aren't motivated,
Tracking
Building Team Spirit Team Cultures.. Assessing them
Internal Communication Culture
Assessing communication systems, (even
Chopaal)

4. c
EB-GB Communication
• What is the Current Status?
• Is there an EB Feedback system?
• When has there been Miscommunication?
• What is the ideal state, and what can we do to
get there?

5. c
Knowledge Management
• What is the Current Status?
• How often are surveys/feedback forms used?
• Are minutes sent, read, subscribed?
• Is data available to everyone easily?
• Is this every checked and addressed?
• What is the ideal state, and what can we do to
get there?

6. c
Office Usage
• What’s the current status?
• Do you see a point of a proper office?
• How often is it used?
• Does it embed an AIESEC Office?

7. c
Team Meetings
• Do they have flow?
• How long are they?
• Do they have objectives, and outcomes?
• How can you make them more efficient?

8. c
Informal Communication
• How is this done?
• What is the status of threads?
• What is the status of Chopaal?
• How can you use this to built atmosphere in
the LC?

9. c
Member Tasks Diversification
• How does job rotation work?
• Are task forces being used?
• Are goals set for members, and is this used to
help them achieve it?

10. c
Motivation – R&R
• Whats the current status?
• Are members tracked?
• How does the tracking system work, does it
have loopholes, can it be improved?
• Does someone look after members for their
motivation?
• Can we implement a very basic mentorship
programme?

11. c
Team Culture
• Do teams have a culture?
• Can this culture be improved? How?

12. c
Bad Bugs
Come up with instances which depict a falling
or failing working culture which you want to
avoid from now

13. c
Now
Do you have concrete areas of improvement
for our Working Culture?