One of the vital character traits for any company that makes it reliable is its consistency. To measure the consistency of a corporation as it is with individuals, it implies practicing what the corporation has planned. This implies that the words and plans are consistent with actions. Failing to have promises delivered in any corporation undermines its confidence and creditability. On serious situations of a business communication that is intentionally misleading, it can be said to be falsely repudiated. If there is no consistency in between the actions and the words before the sales, there is likelihood of having inconsistency after making the sale.
Corporate consistency is usually found between the respect and dignity afforded by the internal clients and the employees. An organisation fostering appreciation for the employees and respect for the culture usually enjoys similar customer treatment. The employees absorb the environment and the culture of the organisation. Through their own communications and actions, it is passed on to the customers (Statt, 2004, p.34). Employees who enjoy the environment of enthusiasm, teamwork, appreciation and support have got the likelihood of sharing the experience and the feelings with the customers’ interaction. On the other hand, working in an environment of fear, relentless pressure or one that lacks individual importance brings the possibility of being personified in interactions of the customers. It is very vital to share the cooperation and the recognition internally as there will be consistency in attitude with the organisation external portrayal. If a worker in an organisation is treated as unimportant and replaced easily in the corporate machinery, then the external and the internal interaction with customers will be looked as unimportant. However, if employee is assumed as an asset that is valuable accompanied by the recognition of an individual accomplishment, then there is the possibility of the employee to have a sense of ownership and pride when interacting with the external and the internal customers (Bannock, 2003, p.56).
Another significant measure for consistency in a corporate occurs in finding out the response of the organisation to unavoidable valleys and peaks of the conditions of the business. Businesses experiences moments of growth, decline, plateau and renewal growth which might be due to the external and internal factors. During the moments of decline, the organisation may see it important to restructure, recognize and redefine the survival strategy. An organisation that learns from experience and adopts this knowledge into the business culture and the planning for the growth in future has the possibility to prosper well and experience persistent expansion when there is improvement on the conditions. Unlike the above, some organisations incorporate strategies that are temporary in controlling the decline in their ineffectiveness as well as rebuilding the organization which is aimed at rejuvenating their corporate processes towards achieving certain goals (Thompson, 1993, p.68).
During the times of economic growth, organisational businesses will begin to get self absorbed and immediately changes the culture to dedications of the customers only when there is the rise of panics from declining conditions of the business. The customer’s focus requirement may strengthen the fall and make opportunities for getting new revenue and customers. If the organisation fails to adopt the lessons learnt from experience, it may go back to what is referred to as bad behavior. This is to imply that there is no consistency within the organisation. This is because of the tendency of the business to ignore the clients after business picks up. Flip-flopping that exists between the ignoring and embracing of the customers that is based on the conditions of the economy is an activator to repeated decline, making the organisation to rest on a continuous inconsistent behavior loop. The time in which organisation finds itself on this vicious loop implies the probability that it will lose the human capital during the process. Some individual will run away during such kind of cycle and look for an environment that is suitable of a culture which is compounded by consistency (O’Sulivan, 2001, p.21). Some individuals will stay and wait for the cycle to be palatable temporally within that period of time. Therefore, it is advisable to nurture that culture which is consistent, incorporating behavior of learning and an environment that continuously embraces the customers. While the conditions which are external may keep aside challenges that are temporally in the progress path, keeping up a dedication that is consistent to the respect and dignity of customers and the employees will lead to a strong solidified foundation and keep the business running for the unrestricted expansion when those external challenges pass.
To promote a reservation towards corporate consistency, there ought to be an informative relationship between all the key players of the organisation. This is synonymous to adequacy in communication. Since the functionality of the organisation is spelt by the level of interrelationship and formal exchange of variables between both the external and the internal environment, an affiliated process that minimises the potential attributes of conflicts should be reinstated. Otherwise, a corporation characterised by conflict between its personalities and structures both internally and externally is vulnerable to incapacity and lowered functionality (Balmer, Wilson, 1998, p13).
If consistency prevails in an organization, the following signs will be observed: highly satisfaction of the customers who are loyal, low turnover of the employees with high morale and motivations and an increasing number of customers can accurately state a strong company’s culture and consistency. Elsewhere, shortly after a period of business decline, growth exceeds the previous prosperities of the business, indicating consistency and learning indoctrination. There usually occurs rapid growth after the periods of decline and slow growth from external factors that hinder the stability of the organization.
In an organization, inconsistence will be indicated by the following signs: periodic employee turn-over that occurs in large numbers showing a serious internal culture swing, switch and bait tactics in the mid term promises change in the business. Corporate consistency is therefore symbolized by a cordial functionality between the internal and the external framework of the organisation. The internal framework is defined by the organisational behavior which is modeled by the interrelationships between the employees and the internal structures within the organisation. Elsewhere, the external consistency is symbolised by the cordial relationship between the organisational framework and the external stakeholders. As important components to the organisation, various stakeholders are involved directly and indirectly performance of the organisation. Consequently, organisations have to maintain a cordial consistency with such eternal stakeholders. The strength of the corporate consistency predisposes it towards the thresholds of various inadequacies which may compromise its comparative advantages in the highly competitive environment of operation (Francis, 2001, p.17).
Bibliography
Balmer John & Wilson Alan (1998) Corporate Identity: There Is More To It Than Meets the Eye. International Studies of Management & Organization, Vol.28, pp.13
Bannock Graham (2005) The Economics and Management of Small Business: An International Perspective. London, Routledge, pp.56
Francis Ronald (2000) Ethics and Corporate Governance: An Australian Handbook. University of South Wales Press, pp.17
O’Sullivan Mary (2001) Contests for Corporate Control. Oxford, Oxford University Press, pp.21
Statt David (2004) The Routledge Dictionary of Business Management. London, Routledge, pp.34
Thompson Kevin (1993) Business Management: Planning for Profit. Black Enterprise, Vol.23, pp.68
