Organizational Culture And Its Cultural Culture

Culture can be defined as “a set of basic tacit assumptions about how the world is and ought to be that a group of people share and that determines their perceptions, thoughts, feelings, and, to some degree, their overt behaviour” (Schein, 1996). Organizational culture is depend on differences in norms and shared values which are learned in workplace and to direct behaviour of members in the particular organisation. (Cabrera, Cabrera& Barajas 2001) Organisational culture was built on its shared beliefs and values which was the guidance to solve problems.

To understand the organizational culture of a company, one needs to start by looking at the history. Lakeshore Learning Materials was born from a divorced mother of three named Ethelyn Kaplan, who took a dream and a chance by moving her family to California in 1954 to open a toy store. When she started noticing that teachers were interested in her material, Ethelyn realized that she needed to expand her business into educational materials. 60 years later, Lakeshore Learning Materials has grown into a company with over 2000 employees, 60 retail stores throughout the United States and growing. Lakeshore Learning Materials is currently headed by Ethelyn’s grandsons, Bo and Josh Kaplan. Under the supervision of Bo and Josh, Lakeshore continues to be a leader in the Educational Materials, yet still able to keep the family culture that their grandmother started. Highest quality customer service and hard work are the core values that shape Lakeshore’s Organizational Strategy. These high expectations aren’t hard for employees at Lakeshore because the company is so loved by everyone that works there, that they give nothing less than the best.

Organizational culture is the personality of the organization. Culture is comprised of the assumptions, values, norms and tangible signs (artifacts) of organization members and their behaviors. Members of an organization soon come to sense the particular culture of an organization. Culture is one of those terms that are difficult to express distinctly, but everyone knows it when they sense it. For example, the culture of a large, for-profit corporation is quite different than that of a hospital which is quite different that that of a university. You can tell the culture of an organization by looking at the arrangement of furniture, what they brag about, what members wear.

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,

What is organizational culture? By definition, organizational culture is a “set of shared, taken-for-granted implicit assumptions that a company holds and that determines how it perceives, thinks about and reacts to its various environments” (Chapter 16 PowerPoint, slide 2,). Nowadays, most companies in any industry have a level of organizational culture for their company. Culture is very important in a company because it shows how employee engages and how they perform in their daily job. “Growing a culture requires a good storyteller.

Organizational culture are the belief and values that gives away a company’s identity, and it can be spread to its employees by communicating with each other. There are four components on how an organizations culture is shaped founder’s value, business environment, national culture, and the senior leader’s vision (Zimmerman, 2015, CH 6 PPT, Slide 4). It is important to remember that an organizational culture sets its structure and how everything is conducted. Understanding the concept of an organizational culture is important when job hunting and trying to find a career. It is important that you know the organization you want to work for and understand its values and how the organization functions. I believe that by knowing this you will have a very easy time fitting into the organization.

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 can loosely be defined as the shared assumptions, beliefs, and "normal behaviors" (norms) of a group. These are powerful influences on the way people live and act, and they define what is "normal" and how to sanction those who are not "normal." To a large degree, what we do is determined by our culture.

Every organization, whether being a construction agency, a retail store, a manufacturing plant or a government agency has its own unique culture. Organizational culture is the collection of shared values, beliefs, rituals, stories and myths that foster a feeling of community among organizational members. The culture of an organization is in most cases, the reflection if the deeply held values and behaviors of a small group of individuals. In a large organization the Chief Executive Officer (CEO) and other executives will shape the culture. In a small company, the culture may flow from the values held by the founder.

(Ch.2) It was while reading the introduction of this chapter that the realization hit me that ‘Culture’ governs every walk of our life. Right from what we wear and what we speak, to what we perceive as beautiful (or ugly), how we behave differently with different people, our idea of right and wrong – everything is part of our culture, which has been handed down to us as accepted from our past generations. This has been very beautifully explained in the first two pages of the chapter. I particularly liked one example in the ‘Case In Point’ (p. 9), where it is pointed out that crossing your ankle over your knee is a posture that is considered rude in Japan. This might not seem a big deal to people in other countries, but when in Japan, it would do us good remember this.

The organizational cultural inventory measures 12 sets of normative beliefs or shared behavioral expectations associated with three general types of cultures, Constructive, Passive-Defensive, and Aggressive-Defensive.

Organizational culture is a belief that employees share values, beliefs, or perceptions regarding an organization, or a hierarchical society (Tsai, 2011). This is depicted as the qualities, convictions, or observations held by workers inside an association or by an authoritative unit. Since organizations reflect the qualities, convictions and behavioral standards that are utilized by workers, the circumstances that they experience can impact the mentality and conduct of the staff. One perspective through Peasre and Kanyangale (2009) concentrates on consensus, common values, and standards that are seen by the organization as a whole, allowing employees to act in a compelling manner towards others and to translate the significance of the conduct of others in different settings. As an organizational counselor, one must be able to help clients define what the acceptable behaviors are. Furthermore, a counselor must also be able to provide methods of modification to behaviors that will be generalizable to various settings (Hackney and Cormier, 2013). Researchers subscribing to this point of view refer to culture as “collective programming” or group awareness, and “shared underlying beliefs” or group values. The consensus point of view focuses on examples, shared characteristics, or the inside of an organization as a dynamic unit. Points of view like this allow for the systematic recognition of coalitions. When coalitions are discovered, they can be reframed to understand the

Low-Context culture is the new concept for organizational studies that critically examine the outside as well as inside venture culture with more pragmatic ways. It is an elements and distinguishing feature of culture. Historically speaking, this new term is not so much new for 21st century. It is term that has used first time by the most famous anthropologist named as Edward T. Hall. This low-context culture has been using for deepest study of culture as a whole. This cultural term, is more familiar with intentional behavior can observed by producers of culture in reality. (Borelli & Lenzerini, 2012)

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.

ORGANIZATIONAL CULTURE, or CORPORATE CULTURE, comprises the attitudes, experiences, beliefs and values of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization.