Army Organizational Culture

“Culture consists of the symbols, rituals, language, and social dramas that highlight organizational life, including myths, stories, and jargon. It includes the shared meanings associated with the symbols, rituals, and language. Culture combines the philosophy of the firm with beliefs, expectations, and values shared by members. It contains the stories and myths about the company's founder and its current leading figures. Organizational culture consists of a set of shared meanings and values held by a set of members in an organization that distinguish the organization from other organizations. An organization's culture determines how it perceives and reacts to the larger environment (Becker, 1982; Schein, 1996). Culture determines the nature

Culture within an organisation is a system of shared values, beliefs and norms of individuals in the organisation and how the value consensus creates a way in which people behave. The shared values have a strong influence on the individuals in the organisation and dictates how a person acts, dresses and performs in their job. A unique culture is developed and maintained by an organisation which provides guidelines and boundaries, through informal means, for the behaviour of the people within the organisation.

Organizational culture is not a new concept in the world of organizational behavior. Yet despite its age, it still has many varied definitions as well as philosophies on its importance and impact to the success of a company. One definition is that organizational culture is a cognitive framework consisting of attitudes, values, behavioral norms, and expectations shared by members of an organization (Greenberg, 2013, p. 368). Greenberg (2013) further explains organizational culture through an analogy of a tree. Organizational culture are similar to the roots of a tree.

Organizational culture comprises the fundamental values, assumptions, and beliefs held in common by members of an organization (O’Hagan, & Persaud, 2009). What is known is that employees often impart the organizational culture to their colleagues whereupon the culture effects how employees relate to one another and their work environment. What can be said is that the development of an organization’s culture is dependent on elements such as structure, change and policies (Urrabazo, 2006). Furthermore, according to Griffin, Moorhead and Gregory (2009), it is recognized that employee’s behaviours and attitudes can be influenced in a

A culture is a set of values that are adopted by people who co-habit any place. It consists of shared traits and lifestyles. Within an organization, culture refers to values and norms that are prevalent throughout the workplace and amongst the employees. This includes their mannerisms, attitudes, and work ethic. Culture within an organization exerts control over the behavior of people. Growth and success of a company depends largely on the type of culture which is prevalent within an organization.

Organizational Culture – Organizational culture is the basic pillar of any organization. It decides the way to achieve the goal along with growth and great satisfaction of each and every employee. The culture depends on the few key factors which have been described below:-

The culture of an organization sets the tone for any work environment. Human resources and organizational culture works best together when an organization realizes if a potential employee is the best fit for the organization’s culture. However, the prospective employee must understand and realize if they are the best fit for the organization’s culture. Organizational culture relies on practices of the organization and how it affects the employee; it is the environment of the workplace. “Leaders first create culture when they create groups and organizations; once culture exists, they determine the criteria for leadership roles and from there, will determine who is capable of being leaders” (Schein, 2004, p. 311). Business professor, David

The culture of an organization is what the people believe in and how they navigate issues in the organization on a day-to-day basis. It is the shared beliefs of employees, how things are done, as well as their values that makes up the culture (Reed and Bogardus, 2012).

In order to create an effective dialogue about organizational culture and its facets, so that learning and change can later be implement if necessary, culture must first be defined in some appreciable means. For the purpose of this analysis, organizational culture will refer to “a system of shared meaning held by members that distinguishes the organization from other organizations” (Robbins & Judge, 1993).

Organizational culture is a set of rules and standards; it through its words, relationships and gestures to guide the behavior of its members, and the leadership is to predict the future, to cultivate the behavior of the followers. The relationship between these two concepts is helpful to improve or minimize the productivity of any company (Schein, 1985).

Organizational Culture exists in every firm, thereby placing a significant impact on the motivational factors of employees. It is communicated through perception using values, artifacts, and the assumption of how things in are done in an organization (Daft & Marcic, 2010). In fact, every firm has its exceptional personality known as culture. The organizational culture presents guidelines and boundaries for the employees’ behavior in a firm, which influences the organizational outcome. It helps the members of the organization to have a common goal of accomplishing the firm’s objectives. Organizational cultures have a substantial influence on the capability to execute the strategy and accomplish the firms’ objectives. Therefore, organizational employees are more inclined to accept change when the firm’s culture is aligned with the goals and objectives of an organization.

A healthy organizational culture is vital to the success of any company, but how it is maintained demonstrates the value the organization places on it. The management and leadership team, their ability to work together to influence subordinates determines organizational cultural environment. A healthy one allows for communication between levels, tolerance, and accountability with personal responsibility, collaboration and most of all integrity. The management and leadership roles inspire in addition to setting the tone of the organizational culture. Organizational cultures are the behaviors demonstrated by the management and leadership roles that share the organizations’ mission and core values. Sustainability of a healthy organizational culture is a necessary element required for success.

Organizational culture is a vital aspect of any successful business or organization. A positive culture can help attract and retain loyal and committed employees, which, in turn, can strengthen relationships with customers and other partners. Just like any other asset, organizational culture must be monitored and nurtured to ensure that it reflects the organization and its

So what the culture actual means to an organization? Bratton and Gold(2000) defines culture as an imperfect collection of interrelated understandings and behaviours shared by a people, which are shaped by the ways of acting and thinking, by artefacts and behaviours.. People understand the world based on their understanding of laws, norms, value, beliefs, symbols and language. Thus, one of the conditions to be a good organization is necessary within an expression of organizational culture. For instance, how people experience their work, what norms they need to respect and what responsibility they have. In the other words, it will provide employees a sense of guidelines and directions. Mullins (2005) states that culture helps to reduce complexity and uncertainty, and believes that there is a correlation between organizational culture and performance. Indeed, a

Organizational culture has been defined as the “normative glue” that holds an organization together (Tichy, 1982). Forehand and von Gilmer (1964) suggest that culture is the set of characteristics that describe an organization and distinguish it from others. Schein (1990), in a more comprehensive fashion, defines culture as values and behaviors that are believed to