Organizational Culture Research

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

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,

Organizational culture is the heart of the organization performance it is critical for organizational success. It is a culture in which the core values are intensely and widely shared among the employees and stake holders.

Organizational culture creates a unique identity that diversifies an organization from its opposition. Ogbonna & Lloyd (p, 32, 2002) defines organizational culture as “the collective sum of beliefs, values, meanings and assumptions that are shared by a social group and that

Organizational Cultures : We know that organizational cultures is the collection of shared beliefs, values, rituals, stories, myths, and specialized language that foster a feeling of community among organization members. Cultures based largely on taken granted factors which exerts a powerful influence on

Geert Hofstede is an influential Dutch researcher in the fields of organizational studies and more concretely organizational culture, also cultural economics and management. He is a well-known pioneer in his research of cross-cultural groups and organizations and played a major role in developing a systematic framework for assessing and differentiating national cultures and organizational cultures. His studies demonstrated that there are national and regional cultural groups that influence behavior of societies and organizations.

The concept of organizational cultures was first raised in 1970s, and soon became a fashionable topic. Organizational culture is the shared beliefs, values and behaviours of the group. Theorists of organizations believe that organizational culture represents the pattern of behaviours, values, and beliefs of an organization. Hence, studies around organizational culture have been seen as great helpful and essential for understanding organizations and their behaviours. Additionally, organizational culture has been considered to be an important determinant of organizational success. Therefore, leaders and managers pay more than more attentions on this topic, focusing on constructing and managing organizational cultures.

The man who put corporate culture on the map—almost literally—Geert Hofstede (born 1928) defined culture along five different dimensions. He measured each of these dimensions in numerous countries and then made cross-country comparisons. In the age of globalization, managers trying to understand the differences between workforces in different environments have used this model extensively. Early in his career he worked for IBM, during which he carried out the research on which his career and reputation successively rests. Now known as the Hofstede Cultural Orientation Model is based on his study between 1967 and 1973 of IBM employees in 40 different countries.

Culture comprised of assumptions, values, norms and tangible signs such as artifacts of organization members, slogans, logos and observable behaviors. It is difficult to express culture distinctly but you can tell the culture of an organization by looking at the member 's clothes, the arrangement of the furniture and how they communicate with each other. Different organization has different culture. Culture is vital in an organization as it laid the foundation of the organizational internal environment and it also plays a significant role in shaping managerial behavior. Organizational culture can be defined as the set of

Even though a culture is highly subjective and influenced by many controllable and uncontrollable factors it has a deep impact on organizational behavior.

Although there exist many explanation, interpretations and understandings of organisational culture, there are a number of distinct characteristics or dimensions of culture as defined by Luthans (2008) which are discussed below. However these are not intended to be all-inclusive.

Hofstede conducted research on IBM employees in 40 countries and discovered that the cultural values strongly influenced relationships both within and between organisational divisions. Four of the significant cultural dimensions that Hofstede defined have been examined by many researchers. Understanding the way these dimensions influence culture is of increasing importance for both global leaders and those managing a diverse workforce.

Organizational culture, according to Cristian-Liviu, V. (2013) can be defined as a system of shared values, representing the company’s most important elements, and beliefs, representing the way in which thing are done inside the company, that shape the employees, the organizational structure and control systems, in order to produce commonly accepted behavioural norms. Moreover, the way in which people behave is influenced by the ideologies, symbols and core values shared throughout the company.

Organizational culture has been defined as the “normative glue” that holds an organization together (Tichy, 1982). Forehand and von Gilmer (1964) suggest that culture is the set of characteristics that describe an organization and distinguish it from others. Schein (1990), in a more comprehensive fashion, defines culture as values and behaviors that are believed to