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Relevance of Organizational Culture in an Organization
Organizational culture refers to the beliefs and values that are an integral and important part of the firm. The beliefs and behaviors of any independent firm assist in the formation of the unique environment of a company that encompasses its social and psychological aspects. The culture of any organization helps to explain the value system, the beliefs, and the common principles that members of a particular organization are believed to have (Shafritz, Ott, & Jang, 2015). The organizational culture should most of the time revolve around the employees of a certain business environment, the general work of the organization, and the customers of that particular organization.
Organizational culture produces brand improvement and focuses on goals that will ultimately yield to the achievement of the firm's short- and long-term goals (Burke, 2013). Business culture shapes an organization and, once formed, it may stick for so long that a point when a change of the culture is needed may become a problem. Moreover, the business culture of any organization also plays a role in the attitudes and behaviors of employees. Poor cultures very often lead to more dissatisfied employees, while good organizational cultures result in the empowerment and, subsequently, happier and more satisfied employees. For a successful organization, one must always ensure that the current business culture favors satisfaction of employees, customer needs, and relevance to the working environment (Glisson, 2015). The paper aims to discover the correlation between organizational culture and its effect on the performance and output of any given organization, as well as what can be applied to this culture in order to incline it towards achievement of goals and increased productivity.
Organizational culture is usually considered to be a shared block of assumptions, which assist in governing the behavior of any particular firm. All organizations are known to maintain the unique culture that helps to provide guidelines and boundaries of people who interact with the organization, whether members, customers or any relevant parties that interact with a given organization (Alvesson, 2012). The organizational culture consists of various characteristics with different priorities in the hierarchy of defining the relevance of the culture. The characteristics are as discussed below.
Innovation is a key part of companies and organizations. Companies with high innovational priorities always encourage their members to explore various ways when trying to solve their day to day work practices (Alvesson, 2012). On the contrary, companies with low innovational priorities encourage their workers to do the assigned tasks as trained, not demanding anything more than that.
The emphasis on the outcome is another characteristic that forms part of the organizational culture. Organizations that attach a high value on the production outcome and not how the production is done are known to have the focus on the outcome priorities (Alvesson, 2012). Organizations which give instructions on the outcome of any product achievement without outlining the process to be conducted for the achievements are known to have an emphasis on high outcome priorities.
Teamwork is a principal aspect for companies or organizations. Companies encouraging teamwork in their organizational culture are known to have a high priority on team work instead of individualism (O’Reilly, Caldwell, Chatman, & Doerr, 2014). The workers of these specific organizations are believed to be in better coordination with managers and supervisors, as they are better in relating with teammates and other key players within the organization.
Aggressiveness or competitive orientation is business culture organizational characteristic that defines the level of aggressiveness or assertiveness to the company’s competitors in the macro environment (O’Reilly et al., 2014). Aggressive organizational culture often leads to competition in order to outperform the rival competing firms; this happens at any cost to the organization.
The above characteristics present the problems and challenges that the organization should use in order to ensure that a proper organizational culture is formulated with the achievement of the business objectives being in the center of focus.
The business culture is known to be the unique identifier for any particular business. This implies that lack of clear business culture leads to the loss of distinctiveness of that particular business and, particularly, the loss of identity (William, 2013). A well-developed business culture assists in the conspicuousness and the differentiation of a business entity from other ones. This can serve as an important tool for sourcing stakeholders to join a particular organization.
Great organizational cultures are known to attract partners, which yields the success of the organizations. Understanding the business culture often leads to understanding of the entire organization: its values, its belief system, partnerships, and their appreciation for teamwork or innovation (Hogan & Coote, 2014). Cultures deemed as strong ones will most of the time lead to high production and output for those particular organization and this combines with the outputs and performance of this specific organizations.
Strong cultures are known to be a major prediction tool for any organization. Involvement of the company’s employees may assist in the organizational prediction of performance over the next period of years based on the current trends of the organization. Companies are known to be rapidly evolving and changing in order to adapt to technology, and without proper culture no proper change can take place in the organization. Both performance and effectiveness are key determining factors for organizational transformation, which is fueled by the organizational culture (Cummings & Worley, 2014). Strong cultures often lead to shared missions across the organizations with employees being encouraged and empowered to work towards the stipulated common goals.
An organization culture formulation is proving to be more important as the days pass, especially in the current marketplace. The era of a good-looking and not an efficient business culture is long gone, as the results of a business culture are more focused on the results in the present time and not a theoretical aspect of the business culture. For results, one must be able to plan, design, and develop a unique business culture that is suitable for one’s organization, and not a tailor-made culture that only serves as a “to-be” one.
For any winning culture, uniqueness and truth of values matter a lot in the process of culture development. Organizations should stick to a culture they believe can work, and inclusion of all company members is not necessary (Cummings & Worley, 2014). Winning cultures are known to have no special treatment for any groups in the given organization and therefore even members of the organization, who are top executives, should adhere to the developed business culture.
Strong organizational cultures often lead to high talent levels of the organization. Organizations with well-established cultures will most of the time attract the most talented individuals, as majority of people want to be associated with organizations that can use the best employees have and, at the same time, advance their talents (Palmer, Dunford, & Akin, 2009). Organizations lacking proper culture, in total contrast, may attract low talents and low productivity as a result.
Strong organizational cultures assist in the development of motivational factors and a sense of belonging. A well-established culture also keeps its momentum that allows people to have free expression and feel their value in the organization (Kondra & Hurst, 2009). The created sense of belonging causes influence and a motivational factor among the workers of that particular company.
Organizational cultures helps a lot in the process of the alteration of the employees’ perspective of work. Strong cultures are able to transform the view of work from boring or stressful to being loved by the employees, and affect their skills to aid in assistance of the society (Kondra & Hurst, 2009). Weak cultures, in contrast, may have a more negative perception of work and most often may produce unwillingness to work better or strive for the improvement of one’s personal skills.
Strong organizational cultures are attributed to efficiency and success. A positive culture will often yield the success of every person in that particular organization from the lowest to the highest hierarchical member of the organizational chart. Moreover, these cultures can not only transform workplaces, but also change individuals in their day-to-day activities and life as a whole (Palmer et al., 2009). Poor organizational culture, on the contrary, may not bring any influence on the success or increased efficiency of the business and may ultimately yield no automation and effectiveness of the processes.
The process of establishing and refining the culture is the most difficult process and ensuring that the culture is upheld is even more difficult. However, organizational cultures should be upheld at all costs, as they are keys to success in any organization. The success of a business culture is an ultimate success for the entire firm, and a failure of the same has the same perspective. Business cultures are difficult to adopt and should not be focused on individualistic beliefs of a particular group of individuals rather than the success of the whole organizational entity. For the ensured success of the business culture, all members of an organization should own and uphold the business culture whether it favors their ideological beliefs or not. For the success of any organization, therefore, lack of a business culture is not only lack of identity, but a total failure of an objective and lasting plan.
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