Impact of Language on Corporate Culture

Organizational culture is the “values and beliefs that people have about an organization and provides expectations to people about the appropriate way to behave” (Kinicki, 2013, slide 3). Corporates can change Changing organizational culture can be a process using one or more of the eleven strategies, (1) formal statements, (2) slogans & sayings, (3) stories, legend, & myths, (4) leader reactions crises, (5) role modeling, training, & coaching, (6) physical design, (7) rewards, titles, promotions, & bonuses, (8) organizational goals & performance criteria, (9) measurable & controllable activities, (10) organizational structure, and (11) organizational systems & procedures (Kinicki & Williams, 2013, p. 236-137). Like stated before organizations

Culture is an observable, powerful force in any organization. “Made up of its members’ shared values, beliefs, symbols, and behaviors, culture guides individual decisions and actions at the unconscious level. As a result, it can have a potent effect on a company’s well-being and success” (One Page, n.d.).

Organizational culture could almost be considered the roots of a company. The way a company’s employees think, the way the customers feel, and the company’s decisions are made are all based around the culture that the company has laid for itself. An employee’s values, thoughts, and actions should reflect those stated in the company’s mission. Southwest Airlines and American Airlines, while both attempting to create a culture that is comfortable and pleasing to their

“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

Language is defined by having words to outline matters, movements and qualities or using these words to build up sentences. This means using sentences to build up talks and stories and finally succeeding the guidelines of grammar, so that things make logic.

Corporate culture influences everyday employee actions – it’s how they interact with customers, each other, and make decisions. If the company culture does not align with the mission statement, it can create an identity crisis of sorts.

The organization culture as a leadership concept has been identified as one of the many components that leaders can use to grow a dynamic organization. Leadership in organizations starts the culture formation process by imposing their assumptions and expectations on their followers. Once culture is established and accepted, they become a strong leadership tool to communicate the leader 's beliefs and values to organizational members, and especially new comers. When leaders promote ethical culture, they become successful in maintaining organizational growth, the good services demanded by the society, the ability to address problems before they become disasters and consequently are competitive against rivals. The leader 's success will depend to a large extent, on his knowledge and understanding of the organizational culture. The leader who understands his organizational culture and takes it seriously is capable of predicting the outcome of his decisions in preventing any anticipated consequences. What then is organizational culture? The concept of organizational culture has been defined from many perspectives in the literature. There is no one single definition for organizational culture. The topic of organizational culture has been studied from many perspectives and disciplines, such as anthropology, sociology, organizational behavior, and organizational leadership to name a few. Deal defines organizational culture as values,

Within organizations, large and small, there exists a sense of identity among its members that separates it from other organizations. This sense of identity is known as organizational culture. All over, managers seek to influence and change this into something that can be beneficial for the organization. In his article, “The Six Levers for Managing Organizational Culture”, Professor David W. Young defines the different elements that can influence and change the culture within the organization and how the reader can use these “levers” to their advantage. While the author does present a decent explanation for changing the culture of an organization, he leaves many questions unanswered that leaves his argument incomplete.

Organizational Culture is the system of shared actions, values, and beliefs that has developed within an organization and guides the behavior of its members. Organizational Development consists of special applications of knowledge gained from behavioral science to create a comprehensive design to improve organizational effectiveness. Through the collective experiences, the members of an organization solve two important survival issues. The first issue addresses external adaption which deals with reaching goals, how they are to be accomplished, the methods to be used to achieve these goals,

As the organization 's culture matures, employees will learn the pivotal values and norms from the organization 's formal socialization practices and from the signs, symbols, stories, rites, ceremonies and organizational language that develop informally. Organizational culture is shaped by the interaction of four main factors: the personal and professional characteristics of people within the organization, organizational ethics, the nature of employment relationship, and the design of its organizational structure. These factors work together to produce different cultures in different organizations and cause changes in culture over time.

An organization’s culture governs day to day behavior. This type of power may be seen as a control mechanism, which businesses use to manipulate internal and external perception. Every organization has a set of assumed understandings that must be adopted and implemented by new employees in order for them to be accepted. Conformity to the culture becomes the primary basis for reward by the organization. “The role of culture in influencing employee behavior appears to be increasingly important in today’s workplace, as organizations have widened spans of control, flattened structures, introduced teams, reduced

Culture is the superglue that cements an organization together and unites individuals and societies around shared values and beliefs (Bolman & Deal, 2013). Organizational culture can be found at every level of an organization, and since organizational members are multicultural entities understanding an organization 's culture is significant because the beliefs, values, and behavior of individuals are often understood only in the context of people 's cultural identities (Pierce, 2010).

“The factors that are most important in the creation of an organization’s culture include founders’ values, preferences, and industry demands.” - (Carpenter, M., Taylor, B., Erdogan, B. (2009))

During the 1990s corporate culture was used by managers, sociologists and other academics to define the character of a company, not just through broad beliefs and behaviors, but through company-wide value systems, management strategies, employee communication and relations, work environment, attitude, and even company origin myths. (Investopedia, 2015).

sub-groups of individuals belonging to one or more national and regional cultures. To ensure consistency of this diverse group, the organization needs to create a collective identity, which will become the benchmark for all its members. This identity has a strong influence on the behavior of the members. The culture of a company determines its code of conduct expressed by the rules and the system of rewards and sanctions applied. Values establish prohibitions, taboos, success and the margins of freedom that should not be breached.