There are several factors that do affect a given business, with the most outspoken being the leadership of the organization. Other factors include staffing, planning and marketing among many others. A combination of all these factors leads to a self-sustaining structure, a given way of operations within the firm, commonly referred to as workplace culture. This is displayed in the conduct of the employees and in the general relations within the firm’s staff and the society at large. This paper consists of two parts; part I which goes in to describe the specific culture, and part II that presents a sample case through an interview.
Every Organization has a culture that constitutes the expected, supported and accepted way of work and behaviour. These influence everyone 's perception of the business from the chief executive to the lowest rank.
“ Customers will never love a company until the employees love it first ” – by Simon Sinek, who is an author best known for popularizing the concept of "the golden circle” described by TED as "a simple but powerful model for inspirational leadership all starting with a golden circle” (Afshar, 2013). Sinek has brought an overview of an essential factor to all organization, which is organizational culture. It is the key to make a success of an organization, as well as the reflection of the company’s manager leadership. In this essay, the definition of organizational culture, how organizational culture can influence both the success and failure of an organization and what managers can do to create an encouraging and effective culture at workplace will be discussed.
Organizational culture is not a new concept in the world of organizational behavior. Yet despite its age, it still has many varied definitions as well as philosophies on its importance and impact to the success of a company. One definition is that organizational culture is a cognitive framework consisting of attitudes, values, behavioral norms, and expectations shared by members of an organization (Greenberg, 2013, p. 368). Greenberg (2013) further explains organizational culture through an analogy of a tree. Organizational culture are similar to the roots of a tree.
The relationship between corporate/organizational culture and organizational performance/effectiveness has attracted the attention of numerous academic and business authors for many years. Some researchers have studied culture from a strategic perspective and argue that corporate culture can generate significant competitive advantages for a company (Barney 1986, Wilkins and Ouchi 1983). Other authors have developed explicit theories of corporate culture and organizational performance (Denison and Mishra 1995, Kotter and Heskett 1993).In addition, authors like Hofstede (1980), Trompenaars (1994, cited in Ghoshal and Bartlett 1998), and Adler (2002) who have conducted cross-cultural investigations on organizational culture, support that most management theories and practices should be modified in order to be adopted into different national contexts. The Corporate/Organizational Culture Academic research on the field of organizational culture and performance came on the surface over the year 1980. During the next years the concept attracted the immense interest of the business as well as the academic world and created a phenomenon known as the “culture revolution”.
Before this chapter I thought organization’s culture was only internal and outside factors only affect the brand and sales of the company. But I have now learned a lot more about the
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
HRM activities such as recruitment and selection, training and development, reward and performance appraisal, may all be affected by cultural values and practices in the respective host countries. Even though they have standardized HRM policies and practices through the world, we will analyze in this essay the way
The organizational culture can encourage or discourage effectiveness, depending on the nature of the values, beliefs, and norms” (Ivancevich, Konopaske, & Matteson, 2011). Organizational culture can be very friendly, very task oriented, competitive or driven to be highly productive or it can be disorganized and unproductive. The culture is based on the history of the company and the atmosphere that is created and nurtured over time. This culture guides the language the employees use their loyalty and many more areas. Organizational culture is an important social characteristic that influences organizations, group, and individual behavior with in a company (Hartnell, Ou, & Kinicki, 2011). The Culture of an organization affects the way people behave, how they address customers, the atmosphere, perception, values, and beliefs. Employee’s performance and effectiveness can also be determined by an organization’s culture. Every organization has its own culture based on shared expectations, values and attitudes and its influence on individuals and groups (Ivancevich et al., 2011). People inside of an organization have a big effect on the culture because of their values, beliefs, and ideology. Companies try to hire people who have the same values as the company so that they will fit into the organization. People stay with organizations that have a
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.
Organizational culture comprises the fundamental values, assumptions, and beliefs held in common by members of an organization (O’Hagan, & Persaud, 2009). What is known is that employees often impart the organizational culture to their colleagues whereupon the culture effects how employees relate to one another and their work environment. What can be said is that the development of an organization’s culture is dependent on elements such as structure, change and policies (Urrabazo, 2006). Furthermore, according to Griffin, Moorhead and Gregory (2009), it is recognized that employee’s behaviours and attitudes can be influenced in a
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,
Whether we like it or not we are surround and affected by organizations on a daily basis. The different organizations that we belong to, work for, or socialize with shape the type of people we are and the cultures and beliefs that we accept. When looking at these organizations a lot can be learned about the organization’s culture by analyzing the values, assumptions and artifacts of the organization. This analysis paper will observe the organizational culture of an organization known as the Exploration Summer Program at Yale (Explo), from two different viewpoints. First the analysis will use the Organizational Culture Questionnaire (OCQ) to look at the 7 key dimension of an organization that seem to capture the spirit of an organization’s culture. The second half of the analysis will look at the connection between the organization’s physical culture and its organizational performance. The Exploration Summer Program at Yale (Explo at Yale) is an educational, summer college preparatory program based out of Yale University in New Haven Connecticut. The program host two, three week long sessions during the summer for domestic and international high school students, entering 10th to 12th grade and has around 1500 students attend the program per summer. The Explo at Yale program is one of three programs within the organization and while the
Organizational culture, which is defined as the comprised values, beliefs, and customs of an organization (www.wikipedia.org) , consists of those whose mission it is to make 24 Hour Fitness the epitome of physical fitness clubs. The goal of the organization’s staff is to provide each patron with outstanding one-to-one customer service at all times and to make their visit to the club as enjoyable as possible.
The purpose of this paper is to analyze the culture, the internal, and the external factors in an organization. Our job is to examine the entirety of the organization. That would include the structural and environmental elements that effect the operation of the business. We will also take an in depth look at the perspectives of employees, managers, owners, and clientele.