Organizational Culture Is The Unspoken, Informal Awareness

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Organizational Culture 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. McLean Hospital is a psychiatric healthcare organization that uses both a divisional structure, and a matrix structure for
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