Organizational culture

It is commonly known that different organisations have their individual cultures. Culture describes who they are and what they stand for. It relates to the organisation 's traditions, customs, beliefs, meanings, morals, ethics, norms, language, shared values and practices. The business culture determines how people communicate within the company. There are numerous factors affecting

Describing and identifying the importance of abstract terms is a difficult task because their meaning rely more on substance than form. For this and other reasons, individuals as well as organizations tend to overlook or underestimate their importance for a successful career and for the effective functioning of an organization. “Organizational Culture” is one of those terms, we can’t see it, but we can feel and experience it, and it has a profound impact in the way people behave in an organization. It denotes the attitudes, experiences, beliefs, and values of the work group or team within the organization, which to an extent affect the organization as a whole.

Business dictionary defines Organizational Culture as the ‘values and behaviors that contribute to the unique social and psychological environment of an organization’. It can also be seen as the values that show people what is appropriate and what is not (Becker, 2006).

Organisation Culture as there are many ways in which you can define the subject my interpretation of it is that it is structure of shared meaning which is held by members that differentiate the organisation from other organisations. Culture has its origin in the organisational interaction.

Culture consists of beliefs and behavior. It is cultivated behavior in the sense that it is learnt from the other members of the society. According to Henry Mintzberg, an internationally renowned author on Business and Management, “culture is the soul of the organization – the beliefs and values, and how they are manifested. I think of the structure as the skeleton, and as the flesh and blood. And culture is the soul that holds the thing together and gives it life force.” These lines portray how critical is a culture in an organization.

Just like people do, every organisation has its own personality; we refer to it as its culture. Even if it’s not visible, organisational culture is what shapes the behaviour of the people working in a company. Tichy (1982) said that organizational culture

Every business has its own organisational culture. It is very significant to the organisation because well-developed culture will guide the successful business model. According to Tharp (2009, p.2) claims that “for some, culture is considered the “glue” that holds an organisation together and for others, the “compass” that provides directions”. The organisational culture is the system of shared actions, values, beliefs, norms, working language, systems, symbols and habits that develops and guides human behaviour in the organisation (Shermerhorn et al., 2012). According to Mullins (2010) states, that organisational culture is developing through long-term

Organisational culture is a shared value belief which binds the people of an organisation together to achieve a particular objective. “In the early 1980s organisational culture became increasingly considered as both an obstacle to change and a vital ingredient of organisational success or failure” (Ian Brooks, 2003). Handy culture has social approach and focuses on the social factors. Whereas, Deal and Kennedy’s culture has management approach and focuses on what the managers want from a business, where managers find problems in cultural field,

Culture exists in all organisations whether it is in a small organisation or a big multinational organisation. Between organisations, culture may differ based on national cultures and time zones and this is what creates a different identity in each organisation. “Culture always mirrors the mutual perception that comes from the lessons people learn as they adapt and survive together over time. Thousands of interlocking routines interweaved together the fabric of the firm and translate timeless knowledge into timely action on a daily basis” Hooijberg, R., Lane, N. and Lief, C. (2012). The culture of an organization represents predefined policies/practices, which guides the employees on how things are usually done and what to prioritise

Over the years, culture has been looked at in different ways. One such approach to culture is organizational culture. The behaviour of the employees and through this the external image of the organization is determined by the organization’s culture (Bratianu, Vasilache, & Jianu, 2006). Organizations have increasingly started to focus on the unique culture innate to them, trying to find ways to gain a competitive edge over others. There is no single widely accepted definition of organizational culture although one commonly known definition by Lundy & Cowling (1996) is that organizational culture is “the way we do things around here”. In other words, the culture of an organization can be understood through the values, beliefs and norms shared by the organization as a whole. Therefore through an understanding of the culture, managers should be able to determine a general trend on how employees of an organization think and behave in tandem with the organizational

Organisational culture is described as a company’s personality or DNA. (Education Portal) has defined organisational culture as ‘a system of shared assumptions, values, and beliefs, which governs how people behave in organizations’. There are seven dimensions or characteristics of organisational culture. The Organisational Culture Profile (OCP) is one of many typologies that businesses use, to help them not only to describe its culture, but also identify, measure and managing it more effectively. Each organisation has a unique culture; every company will have a different value for each of the characteristics; furthermore when they are combined they define the organisations culture.

Organisational culture became popular in the 1980’s after the publication of Peter and Waterman’s best-selling book “In search of excellence”. It was made evident that company success had a strong correlation with organisational culture, thus competitive advantage for business. The concept of organisational culture is vastly growing in management and a subject of various research. According to the “Business dictionary” Organisational culture is defined as “The values and behaviours that contribute to the unique social and psychological environment of an organisation.”

Organisational culture is shaped not only by technologies and markets, but also by the cultural preferences of its leaders and employees.Each organisation have different fundamental about how they operated base on their beliefs, values and activities.Culture is a key component in business which have an impact on the strategic direction of the organisation that influences management, business decisions and organisation functions such as meetings, negotiation and formalities.Therefore organisational culture is related to behaviour, ethics, etiquette that included as an organisation’s values, hierarchical system, working style, beliefs and habits.The rising presence of globalisation have led to a more global market which means that its mandatory for an international organisation to be aware of cultural differences.Fons Trompenaars argued that there are universal dilemmas or problems that every country and the organisations within that country faces ;relationships with people, time and in relations between the individual and the natural environment. It just how different cultural nations approach these dilemmas that at the end would lead to the same kind of response.

Organizational culture defines how the firm responds to different market issues, how employees perceive different situations and scenarios in the firm as well as the firm aligns it in relation to different market forces. Organizational culture thus serves as the compass on which different decisions are made and executed – and determines the actions that will be a success in a given firm and those that are resisted or lead to failure. The culture of an organization also includes the assumption and what the firm view as “common knowledge” usually developed over time as the firm goes through different stages to the pit that such bases become part of the firm, and define its relationships with the rest of the world.

An organization ' 's culture encompasses everything it does and everything it makes. That is, it not only affects the manner