Running head: Leaders and Organizational Culture. • • • ..; • .
Leaders and Organizational Culture
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There are many definitions of organizational culture. The most basic definition is an organization’s shared values, attitudes, beliefs, and assumptions on how members of the organization should behave which gives meaning to how the organization functions. Organizational culture should enhance performance, internal integration, and bring all staff of all levels together. For this to happen, it is the role of management to foster this type of organizational culture. In my opinion, the basic characteristics or responsibilities of leaders help to maintain a healthy organizational culture. These characteristics
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When members of the organization see this, it causes a ripple effect and thus they want to maintain the model they have seen. Continuing with this idea, integrity and consistency have the same basic principle. Mary Totten and James Orkiloff said it best in their article that integrity is about unity, wholeness, and completeness. Consistency is about establishing that connection of doing what you say, and saying what you do. If this is done in an organization, not only will staff listen and trust their leaders but vice versa. This is the key to maintaining a healthy organization. The organization I work for, Service Access & Management is a human services agency that actually relies on having a healthy organizational culture, without it the organization would not survive. Because this organization relies on all members understanding the vision and the reason we work – which is mostly being able to help people live their lives despite the developmental delays they might have – it is important that members or employees work in a healthy organizational culture. It is up to the leaders of the organization to maintain this culture. Using management as the leaders of the organization, they are encouraged to motivate their staff on a daily basis and ask for staff input to improve the daily processes. Management is asked to train their staff to the best of their ability and
Organizational culture can be defined as a system of shared beliefs and values that develops within an organization and guides the behavior of its members. It includes routine behaviors, norms, dominant values, and a feeling or climate conveyed. The purpose and function of this culture is to help foster internal integration, bring staff members from all levels of the organization much closer together, and enhance their performance.
Organizational culture is “a system of shared assumptions, values, and beliefs”, which direct how people perform in an organization. This culture has a strong influence on people’s behavior including how they dress, act, and perform their jobs. It also provides guidelines and boundaries for the behavior of the members of the organization.
Organizational culture is defined as values, beliefs, and expectations that keep organizations together and also influence employees. Culture varies from organization to organization and that is what sets them apart from one another. As an employee, a company’s culture should play a major part when deciding if the organization is a good fit for you. If management is transparent with their employees and there is a clear understanding of what the company’s culture is, and what is expected of everyone, it will have a positive impact on employees. There can also be disadvantages in organizational culture and
Organizational culture is the lived experience of organizational members that consist of values, beliefs, and ways of behaving and communicating (Dainton and Zelley). According to Michael D. Watkins in his article, “What is Organizational Culture? And Why Should We Care?” he explains that while every one knows that Organizational culture exist “there is little consensus on what organizational culture actually is, never mind how it influences behavior and whether it is something leaders can change” (Watkins). Watkins started a discussion on LinkedIn to see what people believed organizational culture was. Some responses consisted of “Culture is how organizations do things” and “Organizational culture is the sum of values and rituals which serve as ‘glue’ to integrate the members of the organization”. As a senior at Suffolk I have seen many ways in which our school tries to promote organizational culture but unfortunately in reality it fail’s to do so.
Due to businesses becoming more and more universal, employees are progressively dealing with individuals who are divergent to them. Similarly, as organizations progressively generate business associations with organizations whose cultures are different, employees may work with others who hold different views of what establishes effective functioning in an organization, and what relationships are existent between organizational factors and workplace effectiveness (Kwantes and Boglarsky, 2007).
Infusing a specific culture(s) into one’s leadership, by far, is one of leadership’s greatest challenges. It could be said that culture dictates how leaders lead. In the culture of leadership itself, a leader must understand the context of what is happening around them and how information flows from one audience to the next (Barrett, 2014). Time, language, power, spirituality, tradition, and whether or not a specific culture is driven by collectivism or individualism are also to be considered within that culture of leadership (Barrett, 2014). Understanding these concepts drives how we lead, do business, and communicate with others within the melting pot of our own country and people of foreign lands. Culture shapes the leader’s ideals, personality traits, work values, and to a point, determines the pattern of leadership towards a specific culture (Wibbeke, 2014). It is by knowing other cultures that allows leaders to effectively lead and to connect the dots of differences that impact strategy (Soo, 2012, para. 2).
In addition to having implications for organizational performance, organizational culture is an effective control mechanism for dictating employee behavior. Culture is in fact a more powerful way of controlling and managing employee behaviors than organizational rules and
Culture represents the informal set of attitudes, beliefs, goals, norms understandings, and values that provide both a sense of identity and purpose to an organization. Research into the influences of management on corporate culture include insights from a variety of fields to include business, economics, politics, psychology, and sociology. This review examines the literature on organization design and leadership as influencers of innovation and change. Specifically, the paper investigates the link among mechanistic and organic structures, leadership, relationship styles, and change management. Transformational leadership style is associated with organic structures; transactional leadership style is associated with mechanistic structures; idea generation is significantly related to Transformational leadership; implementation is significantly related to transactional leadership; and, the relationship style (between the management and the organization, the employees and the organization, the management and the employees, and amongst the employees) dictates the impacts the transformational and transactional leadership on idea generation and implementation respectively.
During commercial presentations, it happens quite often to see the commercial director explaining to a client what the company does, what kind of services provided, who are the potential customers and the best results recorded. Rarely, it is possible to assist to a presentation on who the company is. In fact, we tend to focus on the characteristics of a product or service; we leave out what drives us to produce, what choices we made, what we (leaders, managers and entrepreneurs) can inspire to the employees. Moreover, the vision that we have of our work and of our customers has left
The business world has expanded globally in the 21st century. With the development of the Internet, companies can expand into new markets in a fraction of the time previously necessary. With this new global frontier, organizations have found new challenges. Culture barriers present real obstacles for building cohesive organizational structure. In order to overcome this hurdle and take advantage of the cultural diversity, the leadership must find an effective model to accommodate this diversity while constructing a unified culture. By incorporating the most appropriate ethical leadership model, an organization’s leadership can honor the cultural diversity that is present while successfully shaping the organizational culture.
OPENNESS. Openness can be defined as a spontaneous expression of feelings and thoughts, and the sharing of these without defensiveness. Openness is in both directions, receiving and giving. Both these may relate to ideas (including suggestions), feedback (including criticism), and feelings. For example, openness means receiving without reservation, and taking steps to encourage more feedback and suggestions from customers, colleagues and others. Similarly, it means giving, without hesitation, ideas, information, feedback, feelings, etc. Openness may also mean spatial openness, in terms of accessibility. Installing internal E-mailing may be a step in this direction: everyone having a computer terminal has access to information which he may
The team manager often talks with the team about her beliefs in constant personal improvement and high productivity so that her team can stand out and have an excellent resume’ when they are ready and willing to move into a different role at Humana. She encourages the team to learn about the many different areas of the company and focus on where they would like to go inside the company.
A positive organizational culture is essential to develop a indisputable reputation. This type of culture comprises multiple elements that must be polished to create the kind of harmony that is required for success. It is imperative that an organizational culture reflect the values, mission, philosophy, and attitude of the organization and its members. These elements also effect how associated individuals should conduct themselves as a representative of the group. Especially, if the culture wants to be considered strong and maintain tolerance without being aggressive. It can be difficult to distinctly express an organizations culture. However, leaders within the organization must effectively clarify the groups objectives, so all member have one solid perception. Which is shared an thoroughly understood. These factors help to establish boundaries and promote orderliness.
Edgar Schein: a pattern of shared basic assumptions that the group has learned as it solved its problems that has worked well enough to be considered as valid and is passed on to the new members as the correct way to perceive, think and feel in relation to these problems.
Literature on organizational effectiveness shows that organizational culture plays a significant role in motivating and augmenting the value of intellectuals particularly the employees. The concept of organizational culture is important in knowledge intensive corporations. This paper makes it clear that culture is an essential factor in organizations and helps maximize the value of human resources. Schein 1990 advocates that organizational culture is even more significant in contemporary organizations than it was in the past. Organizational culture leads to improved coordination and integration in organizations with the result being improved organizational effectiveness. Through organizational culture, an organization is able to process invention and the capacity to successfully bring in new technologies. Organizational culture also enables organizations to effectively control dispersed work units and augment employee diversity. It also allows for