ORGANIZATIONAL CULTURE (Blog - 4)

ORGANIZATIONAL CULTURE

WHAT IS THE ORGANIZATIONAL CULTURE

Organizational culture refers to the shared values, beliefs, attitudes, behaviors, and practices that characterize an organization. It is the collective personality of an organization and influences how employees interact with each other and with external stakeholders. Organizational culture is shaped by a variety of factors such as leadership style, communication patterns, organizational structure, and workplace environment. A positive organizational culture can foster employee engagement, innovation, and productivity, while a negative culture can lead to employee disengagement, turnover, and poor performance. Understanding and managing organizational culture is crucial for creating a successful and sustainable organization.

WHY ORGANIZATIONAL CULTURE ?

Organizational culture is important for several reasons:

1. Employee engagement: A positive organizational culture can help to foster employee engagement, which is crucial for productivity, innovation, and job satisfaction.

2. Recruitment and retention: A strong organizational culture can attract and retain talented employees who share the same values and beliefs.

3. Performance: A positive culture can improve employee performance by promoting teamwork, communication, and collaboration.

4. Brand image: A strong organizational culture can help to build a positive brand image, which can attract customers, investors, and other stakeholders.

5. Adaptability: A positive culture can make an organization more adaptable to change, as employees are more likely to embrace new ideas and ways of working.

6. Ethics and values: A strong organizational culture can promote ethical behavior and values, which is crucial for the long-term sustainability of the organization.

Overall, organizational culture is important for creating a successful and sustainable organization, as it shapes the attitudes, behaviors, and practices of employees and influences the overall performance of the organization.

Model Describing How Cultures Are Created and Maintained?

There are several models that describe how organizational cultures are created and maintained, but one commonly used model is the "Iceberg model" developed by Edgar Schein. This model suggests that organizational culture has three levels: visible artifacts, espoused values, and underlying assumptions.

1. Visible artifacts: This level represents the visible and tangible aspects of an organization's culture, such as its dress code, office layout, symbols, and rituals.

2. Espoused values: This level represents the organization's stated values and beliefs, which are often expressed in mission statements, slogans, and other formal documents.

3. Underlying assumptions: This level represents the deeply ingrained beliefs, attitudes, and assumptions that guide behavior in the organization, but may not be explicitly stated or even conscious to employees.

According to the Iceberg model, organizational culture is created and maintained through a process of socialization, which involves three stages:

1. Anticipatory socialization: This stage involves the pre-employment phase, where potential employees learn about the organization's culture through recruitment materials, interviews, and interactions with current employees.

2. Encounter: This stage involves the initial period of employment, where new employees learn about the organization's culture through direct experiences with the workplace environment, colleagues, and managers.

3. Change and acquisition: This stage involves the ongoing process of learning and adapting to the organization's culture, which can be influenced by feedback, training, and socialization efforts.

Overall, the Iceberg model suggests that organizational culture is created and maintained through a complex interplay of visible artifacts, espoused values, and underlying assumptions, which are transmitted through the socialization process.

CONCLUSION

In conclusion, organizational culture is an essential aspect of any organization that influences the attitudes, behaviors, and practices of its employees. It is shaped by a variety of factors such as leadership style, communication patterns, organizational structure, and workplace environment, and can have a significant impact on employee engagement, productivity, and performance.

Understanding and managing organizational culture is crucial for creating a successful and sustainable organization. This involves identifying the visible and underlying aspects of culture, and developing strategies to promote a positive and ethical culture that aligns with the organization's values and goals.

Organizational culture is not static and can evolve over time, especially in response to changes in the external environment. Therefore, it is important for organizations to regularly evaluate their culture and make adjustments as needed to ensure that it continues to support the organization's objectives and maintain a positive working environment for its employees.

REFFERENCES

Here are some references related to organizational culture:

1. Schein, E. H. (2010). Organizational culture and leadership. John Wiley & Sons.

2. Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework. John Wiley & Sons.

3. Denison, D. R. (1990). Corporate culture and organizational effectiveness. John Wiley & Sons.

4. Hofstede, G. (1991). Cultures and organizations: Software of the mind. McGraw-Hill.

5. O'Reilly, C. A., & Chatman, J. A. (1996). Culture as social control: Corporations, cults, and commitment. Research in Organizational Behavior, 18, 157-200.

6. Edgar, F., & Geare, A. (2005). Factors influencing the extent of environmental disclosure in New Zealand companies. Journal of International Financial Management & Accounting, 16(1), 41-62.

7. Deal, T. E., & Kennedy, A. A. (1982). Corporate cultures: The rites and rituals of corporate life. Addison-Wesley.

These references provide a range of perspectives on organizational culture and its impact on organizational performance, as well as frameworks for diagnosing and changing culture, and examples of how culture influences behavior and decision-making in organizations.