Values and Behavior are the Organisational Culture of a Business

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.

“Sinners in the Hands of an Angry God” is a sermon delivered by the Puritan preacher Jonathan Edwards during the Great Awakening, a period of religious revival. The sermon is intended to restore religious convictions of the Puritans, which he felt was weakening, for people in the congregation. Edwards’ purpose in the sermon is to impress upon his audience the urgency of redemption from sin in order to persuade sinners to repent and obtain salvation. Through the effective use of ethos and metaphors, Edwards hopes to awaken fear and inspire faith in the Puritan congregation.

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

Without the use of educational videos, the toddler’s primary caregiver requires substantial effort in restraining the toddler to accomplish a successful IV insertion, with a mean score of 2.3. The higher the score or rating given by the primary caregiver indicates less effort in restraining the toddler during IV insertions, while a lower score indicates an increasing difficulty. With the slightly low rating that the primary caregivers had given to the attempts without the use of educational videos, this indicates that the caregivers had to give slightly more effort to effectively restrain the toddler during the insertions to ensure the procedure’s success.

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).

Organisational culture is now one of the dominant concepts in management practice, organisational theory, and organisational leadership. The common understanding of organisational character is a set of values and behaviors that constitute the unique social and psychological

6. What are the benefits of being a proactive leader? Is being a reactive leader necessary at times? Explain Proactivity is crucial to effective leadership. It displays ones abilities to foresee an issue, implement controls and still continue the mission without incident.

An organisation’s culture is defined as the values, attitudes and beliefs of the people working in an organisation that control the way they interact with each other and with external stakeholder groups. It defines what is ‘normal’ in an organisation, suggesting that it is possible for the same employee to act differently in different organisations. The reason why culture is important to a business is because it gives the business a sense of identity and shows how the people within the organisation view the world and respond to it in trying to achieve certain goals. Also, the culture of an organisation is a powerful force in any

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 defined as basic assumptions developed by a group of people in an organisation as it copes with its external and internal integration, that has proven valid and is therefore passed on to new members as the best way to think and feel about problems faced. These shared assumptions or values have a strong influence on the people in the organisation and maintains a unique culture that provides boundaries and guides for the behaviour of the members.

According to Robbins and Coulter (2011) organizational culture is the shared values, principles, traditions and ways of doing things that influence the way organizational members act. In most organizations, these elements have evolved over time and determine the organization’s systems, implying on three things: Perception, descriptive, shared.

Organizational culture is an idea in the field of organizational studies and management which describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values) of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization."[1] Ravasi and Schultz (2006) state that organizational culture is a set of shared mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for various situations. Although it’s difficult to get consensus about the

In detail, how organizational culture impacts people and organizational outcomes begins with developing a model of effectiveness. As we have discussed in earlier work, trait theory in leadership, the four traits of organizational cultures are adaptability, consistency, involvement and mission. “Two of the traits, involvement and adaptability, are indicators of flexibility, openness, and responsiveness, and were strong predictors of growth. The other two traits, consistency and mission, are indicators of integration, direction, and vision, and were better predictors of profitability. Each of the four traits were also significant predictors of other effectiveness criteria such as quality, employee satisfaction, and overall performance.” (Banto). These traits represent the culture that breed’s success for an organization; As stated above each trait plays a significant role in organizations; beginning with a mission- it informs a collective identity that influences the group to communicate and understand the goal for the organization. Next, adaptability, which prescribes behavior that is made cleared to each group member the “do’s and don’ts” by knowing the policies for the situation at hand. As we continue, consistency, which helps the group, work together to meet the vision of the direction of the organization. Lastly, involvement, being accountable for the role given, it provides structure with in-group that creates trust and develops motivation with each person to

Organisational culture is a source of competitive advantage and according to education-portal (2015), organisational culture is defined as “a shared system of assumptions, values and beliefs, which governs how people behave in organisations”. These shared values will influence how employees of the organisation will perform, act and dress. Furthermore, “Every organisation develops and maintains a unique culture” and this will create guidelines for how members of the organisation will behave. The International Atomic Energy Agency (IAEA) (2010) refers to organisational culture as an organisation’s “personality”. The IAEA also states that culture is not only important for keeping organisational goals, but it appeals to “attracting and keeping desirable employees” which in turn improves the company’s public image and the company’s cooperate relationships.

So what the culture actual means to an organization? Bratton and Gold(2000) defines culture as an imperfect collection of interrelated understandings and behaviours shared by a people, which are shaped by the ways of acting and thinking, by artefacts and behaviours.. People understand the world based on their understanding of laws, norms, value, beliefs, symbols and language. Thus, one of the conditions to be a good organization is necessary within an expression of organizational culture. For instance, how people experience their work, what norms they need to respect and what responsibility they have. In the other words, it will provide employees a sense of guidelines and directions. Mullins (2005) states that culture helps to reduce complexity and uncertainty, and believes that there is a correlation between organizational culture and performance. Indeed, a