Organizational Culture : An Organization

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

The organizational culture can encourage or discourage effectiveness, depending on the nature of the values, beliefs, and norms” (Ivancevich, Konopaske, & Matteson, 2011). Organizational culture can be very friendly, very task oriented, competitive or driven to be highly productive or it can be disorganized and unproductive. The culture is based on the history of the company and the atmosphere that is created and nurtured over time. This culture guides the language the employees use their loyalty and many more areas. Organizational culture is an important social characteristic that influences organizations, group, and individual behavior with in a company (Hartnell, Ou, & Kinicki, 2011). The Culture of an organization affects the way people behave, how they address customers, the atmosphere, perception, values, and beliefs. Employee’s performance and effectiveness can also be determined by an organization’s culture. Every organization has its own culture based on shared expectations, values and attitudes and its influence on individuals and groups (Ivancevich et al., 2011). People inside of an organization have a big effect on the culture because of their values, beliefs, and ideology. Companies try to hire people who have the same values as the company so that they will fit into the organization. People stay with organizations that have a

Organizations as culture are able to create a vision for leaders to use in order to guide organizational objectives. It can also provide a perspective so followers can measure their leader’s performance in achieving the vision. Organizational culture can determine the way employees interact at the workplace and helps guide and give them a sense of direction at the workplace. Through observing Foundation, the following provide examples to demonstrate how Foundation is operating within the culture metaphor:

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

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

Organizational culture is the unspoken, informal awareness that both guides employees’ behaviors, and creates their behaviors, according to Stacey and Triandis (as cited in Ginter, Duncan, & Swayne, 2013, p. 349). We must recognize that there is a causal relationship between organizational culture and employees’ actual behaviors. Ginter et al. (2013) explains that an organization creates mission, vision, and value statements to make clear, to project their image of who they are, what they want to accomplish, and how employees are expected to behave. When employees are in agreement with these elements, the organization can say this is their shared assumptions. On the other hand, shared values represent employees’ perceptions of how things should be done, which may or may not, be in harmony with how the organization cares to portray itself. Whether aligned or misaligned, it is nevertheless the actual behaviors that create organizational culture. These behavioral patterns can stem from strategies that employees espouse as a means of surviving in the organization (Cooke & Rousseau, as cited in Rovithis et al., 2016, p.2). This paper discusses the powerful impact an organizational culture can have on strategic development. Examples are provided on how culture can contribute or hinder success within one organization, McLean Hospital.

Organizations develop a culture through many different ways. As an organization ages, evolves, and grows, this culture may change, or even become divided. Understanding the nuances of the culture of an organization is difficult. Leaders of organizations must be able to not only understand, but also influence the culture of their organization. Leaders are responsible for steering the organization, and generally aim to impress their way of thinking, feeling, and behaving onto followers. At first thought, it would seem leaders do this with personal power, or what Edgar Schein (2010) describes as charisma, “that mysterious ability to capture the subordinates’ attention and to communicate major assumptions and values in a vivid and clear

The value of organization culture is every organization has its own culture. Seeing that many employees expend forty-five or more hours at their workplace, their business culture plainly influences both their work lives and their personal lives. Organizational culture makes reference to the beliefs, ideologies, principles and values that the individuals of the corporation with a business with a corporation share. This culture is a deciding aspect in the achievement of the business. And show their importance through some things in place work. To begin with, Unanimity a shared organizational culture helps to unite employees of various demographics. Many employees during an organization come from differing backgrounds, households, and traditions and still have their own cultures. Creating a distributed culture at businesses provides them a sense of unity and understanding towards the other person, promoting better communication and fewer conflict. In addition, a shared company culture promotes equality making sure the project no employee is neglected at the workplace and that they are all solved equally. Also, Loyalty Company culture helps to keep employees motivated and dedicated to the management of the organization. If employees view themselves as part

Organizational culture doesn’t just have to be the way organization takes care of their employees but also their customers. An organization can stand out from others with actions and also just by talking to people a certain way. When customers feel appreciated they will continue to do business with an organization.

Social scientists and researchers delved into the idea of organisational culture as an important component of organisational theory in the past. Brown (1998) identified four different sources of organisational culture which stems from climate research, national cultures, human resources management, and from conviction approaches.

Each company has its own beliefs and values that define it. A company culture determines how employees and customers perceive the company, client treatment and how the company should react to various changes in the environment. An organizational culture is a mirror of the company leadership. Different styles of leadership ensure maintenance of various corporation cultures. The climate within an organization determines a company’s financial performance. To ensure their propositions are deemed important, a quality company culture integrates each employee or customer. Job-related problems, either personal or work related, are listened to, and the top management find the best means to solve them. Work is delegated to employees while managers work by the employees’ side to ensure perfection (Alvesson, 2002).

Organizational culture has been described as shared values and beliefs that underline a company’s identity. A strong culture that encourages employees from the top to the bottom in adaptation and change can increase organizational performance by energizing and motivating employees, shape behaviors, unify personnel in the goals / objectives and align employee’s actions with the priorities of the company (Daft, R., 2013). Creating a constructive culture should be a manager’s top priority because the right culture will propel a company into a top performer in its industry.

The Organizational Culture Theory analyzes the various cultural aspects of organizations, most notably the five metaphorical performances, the seven cultural markers, and the notion of culture being something an organization is versus culture being something an organization has. The five metaphorical performances are ritual, passion, sociality, politics, and enculturation. Rituals are certain events that are done at certain times, such as getting coffee at a certain time every day. Passion is how one describes their mundane work through stories that indicate how they see it as just the opposite of boring. Sociality describes acts among workers in the organization that can bring them together, such as joking or

Organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations. These shared values have a strong influence on the people in the organization and dictate how they dress, act and perform their jobs. Many would ask how culture shapes an organization; in the following paragraph I will explain different views of organizational culture of various people. Culture is powerfully shaped by incentives. The best predictor of what people will do is what they are incentivized to do. Culture is a process of “sense-making” in organizations. Sense-making has been defined as “a collaborative process of creating shared awareness and understanding out of different individuals’ perspectives and

While most acquisitions have been branded unsuccessful, most of these acquisitions fail to consider vital elements that influence performance. Success of any given acquisition is the ability of the acquisition to effectively integrate with existing business units to generate a seamless flow of information and sharing of tasks in a manner that maximizes the use of resources.