Social And Conceptual Environment Of An Organization

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

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.

Organisational culture refers to the behaviours of people at work, their shared beliefs and values.  Schein (1992, p.12) describes this as a set pattern of assumptions that a team shares as they learn working together over a period of time. Organisations

Organisational Culture is defined as what the employees perceive and how this perception creates a pattern of beliefs, values and, expectations. Organisational culture differs from organizational climate. Climate refers to more temporary attitudes, feelings and perceptions of individuals (Schneider, 1990). Culture on the other hand is an enduring, slow to change, core characteristic of organisations which is an implicit often indiscernible aspects of organisations, climate refers to more overt, observable attributes of organisations.. Organisational culture is “the way things are” in the organisation rather that people’s transitory attitudes about them

Organizational culture can be defined as the system of attitudes, beliefs and values that are collectively expressed in support of organizational structure. Organizational culture is a pattern of shared basic assumptions that dictate the behavior of individuals within an organization. Culture determines which practices are appropriate and which are not, effectively developing standards, guidelines, and expectations for individuals within an organization. Although they work hand in hand, there is a definite distinction in the beliefs and the values that make up organizational culture. The beliefs of an organization are assumptions of the way things are, while values are an assumption about the way things should be. By that definition,

Within the field of management, the success and failure of the modern business organisation has been largely depicted by the intricate concept of culture. Organisational culture, a concept borrowed from borrowed mostly from anthropology typically is defined as a complex set of values, beliefs, assumptions and symbols that define the way in which an organisation conducts and manages its business (Barney 1986). Management is not just an act of change, but the responsibility for and control of a company or similar organisation (Willmott 1983). It is the management of organisational culture that merely drives the

Organizational culture is a set of key values, assumptions, and beliefs that are shared by an organization's members. The combined key values create a custom attitude or culture that is followed by the organization's members. The culture represents the "personality of the organization" (McNamara, 1999). Through the observation of employee behavior one can help predict an organization's culture that influences its business attitude. Organizational culture can also help distinguish two companies from each other. One company may have an aggressive culture while the other a more conservative culture. Most importantly, organizational culture is a key element that helps define, support and reinforces the standard for appropriate

The main aim of every organisation is increase demand for the goods and services it offers. To achieve this goal, organisations employ certain ethics that control their attitudes, beliefs, experiences and values. This ethical characteristic of an organisation is known as its 'organisational culture'. In their book Strategic Management, Hill and Jones (2001) define organisational culture as the specific collection of values and norms that are shared by people and groups in an organisation, and that control the way they interact with each other and with stakeholders outside the organisation. In their opinion, it also includes beliefs and ideas about what kind of goals members of an organisation should pursue, and ideas about

Culture is collective conditioning of minds helping a the members of one organisation to differ themselves from the other one. (Hofstede, 1980) It is a collection of diverse values and behaviours able to increase performance. (Schein, 1990) Other scientist argued that the culture is defined as “a set of norms and values that are widely shared and strongly held throughout the organisation” (O’Reilly and Chatman, 1996: 166) It is important to understand and share a culture in an organisation. Culture is helpful to reconstruct the cognition and decisions of employees and has a variety of beliefs, values and assumptions required for each organisation to conduct its business. (Pettigrew,

The study of organisational culture is important and significant because it helps shape right decisions for the organisation and outlines the behavioural expectations from employees and also helps them interact with each other. Organisational culture also helps individual employees, groups and the organisation as a whole to manage the assigned work and tasks and meet deadlines. The attitude of stake holders towards the organisation, the organisations ability to accept change and the efficiency of work within the organisation is well understood with the study of organisational culture (Kenneth Desson & Joseph Clouthier, 2010)

Understanding the environment that encompasses an association that is vital to the executives accountable for the associations. There are a few reasons behind why understanding the environment is important. First, the environment provides resources that an organization needs in order to create goods and services. In the seventeenth century, British writer John Donne broadly noticed "no man is an island." Similarly, it is exact to say that no association is independent. As the human body must devour oxygen, nourishment, and water, an organization needs to take in resources, such as, work, cash, and crude materials from outside its limits. An association can 't make due without the backing of its surroundings. Second, the environment is a place of opportunities and threats for an organization. Managers must also realize that almost any environmental movement is possible to create opportunities for some organizations and threats for others. Officials should likewise understand that for all intents and purposes any ecological pattern or occasion is liable to make open doors for a few associations and dangers for others. Third, the environment forms the numerous strategic decisions that manager’s make as they try to lead their organizations to success. Nature regularly puts vital limitations on an association 's objectives, for instance, a firm that sets an objective of expanding yearly deals by 50 percent may battle to accomplish this objective amid a financial

According to (JANICIJEVIC, 2013), “Organisational culture is an intrinsic factor of organisational behaviour, in as much as it directs the way people behave in an organization by operating from within and by determining assumptions, values, norms, and attitudes according to which organisation members guide themselves in everyday actions in the organisation. On the other hand, organisational structure is an extrinsic factor which influences people’s behaviour from the outside, through formal limitations set by division of labour, authority distribution, grouping of units, and coordination.” Therefore one’s behaviour in an organisation is the result of the impact of its culture and structure, as well as the influence of other factors.

There is a common consensus that employees behaviours are shaped by their culture (Denison, 1984, Furnham and Gunter, 1993). In an organisational context, management interest in a culture lies in what impact culture can have on the commercial or financial performance of a firm. Organisational performance (which is derived from employee performance) or success implies to the contributions or productivity of employees of an organisation. Research indicates that culture is a key factor in the performance of successful companies Peters and Waterman (1982); Goldsmith and Clutterbuck (1984). Denison (1990) contends that the performance of an organisation is determined by the extent to which the values of OC are comprehensively shared among its members. However, other studies suggest that there is little or no evidence that supports the correlation between culture and organisational performance Reynolds (1986), Hitt and Ireland (1987). Contrary to Waterman’s and Peters view, a number of organisations with appropriate cultural characteristics were found to be in financial problems let alone good performance (Carroll, 1983; Thompson and McHugh, 1990).