Organizational Culture And Workplace Norms

Throughout this essay organisational culture will be examined, including the two approaches mainstream and critical. What managers can do to shape culture and also an example of when culture has in fact been changed.

Organizational culture shapes and reinforces certain employee attitudes and behaviors by creating a system of control over employees.

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.

Workplace culture is often hard to describe, because it means something different in every organisation and many times employees feel it’s ‘just the way things are’. But so often it can define a company and when it’s not working well, everyone knows about it.

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,

Organisational culture describes the values, beliefs and behaviours which provide norms for the environment of an organisation (Anon., 2012). The culture of an organisation sets out to provide structure for employees within a business and often culture shows to be a strong factor in certain organisations. Edgar Schein, a culture theorist explains that the definition of organizational culture must be general otherwise factors may be eliminated which may contribute to culture within a business. (Anon., 2007). Culture impacts on the working procedures in which a business performs and effects the way in which the organisation is run on a daily basis.

“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” (Baack, 2012). These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs. Culture plays a huge role in the guiding of the behaviors of employees of an organization. There are three stages of culture that interact with one another to influence the behaviors in the organization. These stages are: observable artifacts, espoused values, and enacted values.

Organizational culture is the stable beliefs, values, and assumptions shared by a group of people. I used to work at a bar and there was a shared understanding between the servers and bartenders. The bartenders were the managers, and each manager had their style of how the bar was ran each night. The servers had their system of who get what section, but they also had to follow the style of each bartender. The instrumental purpose of our organizational culture was influenced by who was managing the bar each night. There were some bartenders who did not like being bothered with questions from the servers and there were some who were nice and helpful. The bartenders that did not care, influenced the servers by letting them choose who had each section, deciding who had to clean and stock, and who was able to leave and at what times.

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 can be values, beliefs and norms which define how members think, feel and behave. More specifically, organizational culture is defined as shared philosophies, ideologies, beliefs, feelings, assumptions, expectations, attitudes, norms, and values (Schein, 2011). It is important to understand organizational culture has tremendous influence on its members, their views of the workplace, their efforts and their productivity. Culture is created by leaders, members and the environment in which the organization finds itself in. However, I believe it is primary the leadership’s responsibility to uphold the standards of a positive culture. As leaders, we must understand the culture we’ve created and how to maintain it or improve it. The Debra Woog McGinty and Nicole C. Moss corporate survey exhibited I’m in an Established/Stable culture.

Thank you! The insights that are gleaned from qualitative research are valuable. Absolutely, those that are charged with the care and safety of others need to speak up when their safety is at risk. I agree that having the courage to speak up does come with more experience, but the administrative environment or culture is also a factor. One administrative framework that is used at the hospital that I work at is Just Culture, which seeks to foster a blame-free environment in order for staff to come forward. The aim of Just Culture is to attribute error to the system and not the individual (Decker & Breakey, 2016).

Organizational culture at our place of employment can promote improved patient outcomes. How we feel about ourselves, our personal investment and our relationship to our work environment are additional factors that contribute to patient satisfaction and our sense of professionalism and accomplishment (Manojlovich & Ketefian, 2002). We will look at the role of our organizational structure and its impact and contribution to the issues involving Nurse A.

Culture is a broad category that includes providing employees with a sense of organizational norms— both formal and informal.

An organization’s culture shapes the attitudes and behaviors of its employees by defining boundaries, providing a sense of identity and stability. It also establishes a standard in regards to what employees should say and do. Culture can be transmitted via stories, rituals, material symbols and language. Culture within an organization is no exception.

Study in organizational culture began in the early 1980s. Organizational culture is “work group culture” and involves organization’s personality. Organizational culture includes shared philosophies, ideologies, beliefs, feelings, assumptions, expectations, attitudes, norms and values (Fred Lunenburg, Allan Ornstein, 2012, p. 55). Most organizational cultures include observed behavioral regularities, norms, dominant values, philosophy, rules, and feelings. Organizational cultures includes certain input such as the energy imported by organizations from the environment in the form of information, people, and materials (Fred Lunenburg, Allan Ornstein, 2012, p. 55). This input energy must guide organizational behavior toward shared goals and process. Organizations produce an output because of the input into the