INTRODUCTION
Every individual has his own personality. Organizations are also made of individuals, carrying their own life experience and personality. Organizational culture will contribute on how a company, institution or even a local community will function. It will influence the way it does business or it interacts with other entities. This paper will try to demonstrate why and how organizational culture is important, but without assuming the topic as being depleted.
GENERAL STATEMENT: Organizational culture is essential, choosing the right one is the key.
ESSAY STATEMENT
A strong organizational culture will improve the general activity, starting from employee satisfaction and engagement to marketing, innovation and even corporate social responsibility. Strong organizations are a result of a strong organizational culture.
A. General aspects about organizational culture
Before defining organizational culture, let’s first define culture alone. Most people think of culture as a way for expressing and understanding arts (music, poetry, painting, sculpture, architecture). Culture is much more than arts. Whenever people share traditions, systems of meaning, unwritten social rules (like manners); they are all a part of a culture. (Alvesson, Sveningsson, 2007). A strong culture has seven main attributes (Hofstede, 1990):
- Culture is always collective. A single individual can act based on principles, inspired from a culture.
- Culture has historical roots. A culture has always passed the test of time.
- Culture has a strong opposition for changes. People tend to get attached of their traditions and principles
- Culture is the result of a society. The society is influencing individuals, rarely the reverse way.
- XXXXXXX is volatile XXX XXXXX. It’s XXXXXXXXX XX XXXXXXX XXXXXX and XXXXX patterns like in XXXXXXXXXXX or physics. XX a XXXXXX, measuring it is XXXX a difficult XXXX.
- XXXXXXX culture XXX passed XXX time XXXX XXX XXX XXXXXXXXX by a XXXXXXX XXXXXXX, some original roots XXXXX get lost in XXXXX or content. Symbols, rituals, and XXXXX might XXXXXXXXX XXXXXXX XXXXXXXX XXXXXXXXXXXX.
- Culture is XXXX XXXXX thinking and XXXXXXXXXX XXXXXXXXX rather than a measurable XXXXX. Accounting rules XXXXXX measure the organizational culture but it XXXXXX XXX it XXXXXXXXX effects.
XXXX a brief XXXXXXXXXX XXX XXXXXXXXXXXXXXXX XXX culture, XXXXXXXXXXXXXX culture can be defined and XXX role presented. Because "organization" is a very common and XXXX XXXX, XXXXXXXX it is XXX mandatory. XXXXXXXXX literature has given various definitions XXX organizational XXXXXXX, proving XXX XXXX XXXX XXXX is, in fact, a XXXX XXXXXXXX XXX XXX very XXXXXX XXX real concept. A basic XXXXXXXXXX XX XXXXXXXXXX organizational XXXXXXX as the way XXX XXXXX things in a specific organization, enjoying XXXXXXX acceptance XXXX all employees (Jaques, 1951). XX a XXXX detailed XXXXXXXXXXX, XXXXXXXXXXXXXX XXXXXXX XX a set XX XXXXX XXX XXXXXXXX patterns, developed XXX XXXXXXXXXX XX an XXXXXXXXXXXX. XXXXX rules XXXX created XXX XXXXXXXXXX implemented XXX XXXXXX XXXXXXXXXXXX XXXX the external XXXXXXXXXXX. A set XX patterns can be considered as a XXXX XX the XXXXXXXXXXXXXX XXXXXXX when they pass XXX XXXX validation test. XXX XXXXXXX XXXX understand it in order XX XX XXXXXXXXXX a part of the XXXX (Schein, 1985). XX XXXXXXX in XXXXXXX ways, organizational culture also XXX a set of characteristics (XXXXXX, 2011):
- XXXXX organization has XXX own XXXXXXX. Even XX it is not XXXXXXX XXXXXXXXX, an XXXXXXXXXXXX XX working XXXXXX XXX own set of XXXXX and behavior XXXXXXXX. For XXXXXXX, XX working over XXXXX is XXXX often, new employees will XXXXXXXXXX it as a part XX XXX XXXXXXXXXXXXXX culture. Even XX XXX leaders or the managers are XXX recognizing XXXX XXXXXX. XXXXXXX the organizational culture exists XX a XXXXXXX XXXXXXXXX in XXXXX XXXXXXX, XXXX XXXXXXX will XXXXXXXXXX XXX correcting or improving the XXXXXXXX one. As an example, XX can imagine that language XXXXXXX XXXX before XXXXXXX, even if writing XX XXX solid XXXXX XX it.
- Organizational XXXXXXXX can include XXXXXXXXX or contradictions. Because culture is also XXXXXXXXX based on myths, XXXXXXXXXXXXXX cultures can sometimes XXXXXXX XXXXX or XXXXXXXX XXXXXXXXXX or unknown in a certain society. XXXXXXXXX XX a source XXX XXXX paradoxes. For XXXXXXX, even XX a XXXXXXX XXXXXX XXXX XXXXXXXXXX XXXXXXX hours is the XXXX XXXXXXXXXXXXX and a XXXX of XXX XXXXXXX if XXXX departments register XXXXXXXXX XXXX it XXXXXXX a XXXXXXX or a XXXXXXXXXXXXX.
- Organizational culture is a XXXXXX resource XXX XXXXXXXXXXX – Like culture, organizational culture is formed XXXX collective XXXXX and aspirations. Even XX XXX XXXXXXX XXXXX try XX XXXXXXXXX a new organizational culture, the XXXX XXXXX XX XXX XXX XXXXXXXXX or rejecting it. XXX employees XXXX XXXXX the XXXXXXXX rules from the XXXXXXX XXXX, XXX from company training materials.
- Each organization XXX XXX XXXXXX culture – XXXX similar to XXXXXXXX or ethnic cultures, organizational culture XX XXXXXX XXX it is in a XXXXXXXXX change. Even XX other XXXXXXXXXXXXX might try to XXXXXXXXX it, XXXXXXXXXXXX the XXXX rules XX XXXXXXXXX XXXXXXXX, XXX&XXXXX;t return the XXXX result.
Organizational culture has XXXX XXXXXXXXXXXX XXXX XXX general XXXXXXX, but its XXXXXXXXX XX much XXXXXX. XXXXX XXX XXXX organizations than XXXXXXX, and XXXXX XXXXXX XX people can XXXXXX form their own XXXXX if they work XXX XXX XXXX XXXXX XXX aspirations. XXXX more, XXXXXXXXXXXXXX XXXXXXX XXX XX formal or XXXXXXXX. In simple words, XXX formal pattern is the XXX things XXXXXX XXXXXX in an organization XXX the informal XXX is XXX way things are XXXXXX happening. XXX smaller XXX XXXX XXXXXXX these two sides, the XXXXXXXX the organization XX. XXX formal culture will XXXXXXX procedure guidelines, ethic codes and organizational charts. XXX informal culture will XXXXXXX XXXXXXXX XX how people XXX XXXXXX working together in a certain XXXXXXXXXXXX (Goldsmith, Katzenbach, 2007). XXX example, A company procedure says that when an employee XXXX XXX XXXX XXXX XXXXX the best XXXXXXXX XX, he XXXXXX XXX the XXXX XXXXXX or a support XXXXXXXXXX. XXXXXXX XX XXX XXXXXXXX informal XXXXXXX, this employee XXXXX XXXXX XXX XXX XXXXXX XXXXXXXXXX or XXXXXXX from XXXXXXX XXXXXXXXXX, not related XX XXX XXXXX. The XXXXXXXX XXXXXXX should not be XXXXXX against XXX used as a XXXXXXXXXXX resource. XXXXXXXX XXXXXXX XXXX XXXX XX fill XXX gaps or the XXXXXXX resources the company might XXXX, saving it XXXX a possible malfunction. At a XXXXX XXXXXX on XXX XXXXXXXX XXXXXXX, XXXXXX a XXXXXXXXX XXXXXXX of a supervisor XXXXX seem XXXXXXXXXXXXX. But XXX XXXX it happen? XXXXX XXX XXXXXXXX XXXX not trust XXX XXXXXXXXXX or support team enough XX feel safe XX his future decision XX XXXXXXX XXXXXXXXXXX, he might fear negative feedbacks XX XXX inquiry. It doesn&XXXXX;t XXXXXX XXXXX XXX is XXX right assumption. XXX XXXXXXXX a XXXXXX organizational culture, XXX most important XXXXXXXXXXX XXXX can be extracted from XXXX XXXXXXXXX is that XXX formal culture is XXX XXXXXXX.
X. XXXXXXXXXXXXXX Culture, an XXXXXXXXX XXXXXX of the success of a XXXXXXXX.
Organizational culture XXX become a leadership XXXX, XXXXXXXXX managers XXX XXXX importantly XXXX leaders, a XXX XXX XXXXXXXXXXX XXXXXXXX XXXXXXXXXX XXX XXXXXXXX common XXXXX. XX small companies, organizational XXXXXXX XXX XXXXXX at XXX personal example of XXX entrepreneur. XXX cultural values XX an individual can inspire XXX future XXXXXXX values. XXXX leaders will attract XXXXXXXXX not subordinates. If the XXXXX XXXXX XXXX XXXXXXXXXX XXX believe in XXXX XXXXXX, XXX newcomers will XXXX receive the same lessons, XXX XXXX XXXXX colleagues (Madu, 2012). XX XXX leader XXXX XXXXXXX ethical XXX XXXX to accept values, XXX XXXXXXX XXXXX be XX a XXXX road XXX growth XXX success. XX XXX, XXX XXXXXXXXXXXX XXXXX XXXXXXX on XXX XXXXXX and XXXXXXX XXXX profits but not XX a long XXXX. For example, XXX organizations during the U.S XXXXXXXXXXX XXXXXXXX high profits, building XXXXXX organizational XXXXXXXX XXX XXXXXXX XXXXX XXXXXX were XXXXX on XXXXX activities, law XXXXXXXXX, and XXX regulations XXXXXXXX XXXXX XXXXXXXX XXX XXXXXXXXX XXX organizations. Organizational culture should be XXXXX XX achievable XXXXXX XXX respecting these values XXXXXX XX XXXXXXXXXX. From the XXXXXXXX XXXXXXXXX above, XXXXXXXXXX that XXXXXXXXXXXXXX culture is about creating uniform XXXXXXXX patterns. XXXX is correct XXX XXXXX XX XX take a look XX XXXXXXXXX from the IT or XXXXXXXX goods XXXXXX. Apple, XXX example, XX a XXXXXXX XXXXXX XXX entire business on XXXXXXXXXX. Promoting XXX right values XX XXX founder, an XXXXXXXXXXXXXX XXXXXXX can dictate the way the company will operate and the direction it is XXXXX. In XXXXX words, if XXXXX XXXXX not have innovation in XXX organizational culture, it would XXX reach XXX XXXX XXXXXXX it XX currently XXXXXXXXXX XXX its XXXXXXXXXXXX. XXXXXXX XXXXXXXXXX XX a XXXXXX XXX abstract term, organizational culture XXXXXX rather XXXXX on XXXXXXXXXXX it. XX a practical way, a leader XXX eventually XXX XXXXXXX should encourage creativity in order to innovate (XXXXXX, XXXXXXXXXX, Earley, 2001). A XXXXXXXXX way to do it XX by encouraging XXX XXXXXXX of XXXXXX and opinion. X XXXXXXX with XX XXXXXXXXX for XXXXXXXXX XXXXXXXX from its inside, XXXX XX XXXX vulnerable XXX its competitors and XXXXXXXXXX, XX XXX market. XXXXXXXXXXXXXX XXXXXXX XX XXX always the merit of XXXXXXX or XXXXXXX founders. XXXX XX formal types of XXXXXXX are XXXXXXX XX the decision XXXXXXX, informal types will be a XXXXXX XX a team or division. A XXXXXXXX work environment XXXX XXXXXXXXX a XXXX XX build a XXX XX unwritten rules. XXXX XX a result of XXX general freedom they XXXXX XXX company. An authoritarian XXXXXXXXXX XXXX not able to create such an XXXXXXXXXXX. For XXXX XXXXXXXX or XXXXXXX, an ideal workplace is the XXX where everyone does XXXX it has to XX, XXXXXXX XXXXXXXXXX or questioning the rules. Such XXXX XXXXXXXXXX XXXXX XXXXXXX XXXXXXXXXXXX XX a short-term, XXX it XXXX kill XXXXXXXXXX. Without an XXXXXXXX creative XXXXXXX, XXX XXXXXXX will become less XXXXXXXXXXX or it will have to XXXXXXXXX XXX XXXXXXX, XXXXXXXXXX XXXXXX XXXXX. Falling in the XXXXX extreme should XX also avoided, XX a high tolerance for a XXXXXXX XXXXXXXXXXX might XXXXXX an informal system XX XXXXXXXXXX low performance. Even XXXX, it XXXXX XXXXXXX XXX importance XX XXXXXXXXXXXX XXXXXXX XXXX personal sympathies (XXXXXX, XXXXX, XXXX). A group can XXXXXXXXXX on building a strong XXXXXXXXXXXXXX XXXXXXX if XXXX XXXXXXX a strong solidarity XXXXX XXXXX. When solidarity occurs, the XXXXX group XXXX XXXX for the same XXXXXXXXXX XXX achievements. For example, a company has the sales XXX the XXXXXXXXX department. XX the sales XXXXXXXXXX, individual performance XX XXXXXXXXXX by high reward plans. XXX salesman does not really care XX his XXXXXXXXX will overcome the XXXXXX. XX a result, the XXXXX XXX XXXXX get a XXXX XXXXX XXX XXX department XX a whole might not XXXXX XXX expected XXXXXXXXXXX. XX the same XXXXXXX, XXX marketing XXXXXXXXXX XX XXXXXXX on raising brand XXXXXXXXX XXX a XXXXXXX. Because everyone XX XXXXXXXXX on XXXX XXXX, XXXXXXXXXX is a must. If the market research responsible XXXX XXXXXXX XXXXX XXXXXXXXXXX, the XXXXXXXXX XXXXXXXXXXX XXXX XXXXXXXX XXX XXXXX potential customers. They have a XXXXXXXX task XXX a common XXXX. The XXXX company, XXXXXXXX directions.
X. Notion of XXXXX
Every organizational culture XXX its inspiration XXX power source. A XXXXXXXX characteristic XXXX XXXXXXXXX the way it will evolve and how it XXXX XXXXXX the company XX a whole. There XXX XXX XXXX main types (XXXXXX, 2006).
-XXXXX XXXXXXX: XX is XXXXXX its XXXXXX XXXXXXXXX on a XXXXXX XXXXXX. His personality XX XXX XXXXXXXXX XXXXXX for the organizational XXXXXXX. XXXX XXXX XX culture XXX loyalty XXXXX XXX XXXXXXX XXXXXX. Most XX the XXXXXXXXX XXXX XXXXX XX pleasing or XXXXXXXXXX the leader, XXXXXX XXXX focusing on XXXXXXX XXXXXXXXXX. X XXXXXXX with XXXX XXXX XX organizational culture will XX XXXXXX dependent on XXX leader. XX XXX XXXXXX XXXX XXXXXXXXX, the XXXXXXX XXXX enter a crisis. For XXXXXXX, the XXXXXX XXXXX faced XXXX XXXXX Jobs XXXX.
-XXXX Culture: A strong XXXXXXXXXX XXXXXXX will XXXXXXX XXXXXX performances. XXXXX XXXX theory, some organizations insist on building XXXXXX XXXXXXXXXX XXX XXXX XXXXXXXXXXX XXX each employee. XXXX XXX XXX a well-XXXXXXX role in the XXXXXXXXXXXX. XXXX type of culture XXXX XXXX a XXXXXXX XXXXXXXX like a XXXXX mechanism, but it XXXX limit XXXXXXXXXX. It can XXXXX XXXX XXXXXXXXX in business fields XXXX high XXXX risk like XXXXXX, XXXXXXXXX and XXXXXXXX.
- Achievement Culture: XXXXXXXXXXX performance and reaching XXXXX is XXX XXXX important thing in a XXXXXXX with a XXXXXX XXXXXXXXXXX XXXXXXX. Rules and leaders are XXX so XXXXXXXXX XXXX it XXXXX for reaching the XXXXXXXX or XXX XXXXXX. Such XXXXXXXXX XXXXXX themselves XX high ethical XXXXX. Siemens, the German XXXXXXXXXXX corporation is well XXXXX in XXX business environment XXX XXX bribery XXXXXXX XXXXXXX in 2006. Federal XXXXXX XXXXXXXXXXX XXXXXX XXXX Siemens has built an entire XXXXXXX machine XXX XXXXXXXXX XXXXXX XXXXXXXXX. XXX XXXXX was XXXXXX in the official XXXXXXXXXX has consulting spending. XX turned out XXXX bribery had XXXXX its XXX in XXXXXXX management decisions. Some Siemens managers saw bribes as XXXXX-XXXX in XXXXXXXXX XXX XXXXXXX contracts (Dietz, XXXXXXXXX, XXXX).
- XXXXXXX culture: The XXXXXXX will have an XXXXXXXXXXXXXX XXXXXXX XXXX similar to a small XXXXXXXXX. Solidarity XXXX XX a strong XXXXX. XXXXXXXXX XXXX tie friendships XXXXXXX XX XXX XXXXXX XXX as much XX they XXX be committed for XXXXXXXX goals XXXX XXX best XXXXXX XXXXXXX, the team XXXXXXX more important than the XXXXXXX XXXXXX. XXXX XXXX of XXXXXXXX is not task or achievement oriented. XXX example, XXX XXXXXXXXXXXXX department of a company can build a separate informal entity. Later it might XXXX into a labor union, XXXXXXX the XXXXXXX XXX XXXXXX XXXX benefits, without considering the overall XXXXXXXXXXX XXXXXXX.
XXX XXXX XX a strong XXXXXXXXXXXXXX culture XXXX XXXXXXXXXX affect XXXXXXXX XXXXXXXXXXX. XXXXXXXX or encouraging the XXXXX XXX XXXX also XXXXXXX XXX XXXXXXXXXXX. The XXXXX key XX building it is making everyone XXXXXXX in the business XXX the value it can bring for XXX stakeholders. Employees XXXXXX hold XXX main role.
CONCLUSION:
Organizational culture XXX XXXX a XXX XXXX in reaching XXX XXXXX XXXX XXXXXXX XXXXXXXXXXX satisfaction. Building a strong XXXXXXXXXXXXXX XXXXXXX XXXX XXXX a XXXXXXX in XXXXXXXX XXX leadership models, XXX it cannot XXXXXXX the value XX a XXXX team. XXXXXXXXXX XXXXXX XXX be implemented more XXXXXXXXXXX XXXX XXXXXXX in XXXX XXXXXXXX XXXXXXXX structures. The organizational culture XX XXXXXXXX to design these XXX XXXXXXXXXX. XXXXXXXXX, XXXXX XXXX their XXXXX Resource XXXXXXXXXXX, should encourage XXX XXXXXX on XXXXXXXX a strong organizational culture, but it XXXXXX not XXXXX XXX the XXXXXXXXX work and expectations, XX its XXXXXX. It XX a key XXXXXXXXX in the XXXXXXX mechanism but not a self-functioning mechanism.
XXXXXXX MAIN POINTS:
XXXXXXXXXXXXXX XXXXXXX XX a small XXXXXXX XXX the XXXXXXX XXXXXXX. It XXX be formal XXX informal and XXXXXXXXXXX it in a XXXXXXXX XXX, XXXX XXXXXXX performance. XXXXXXXXXXXXXX culture XXX have XXXXXXXXX shapes XXX it can have XXX source in a certain XXXXXX or in a XXXXX XX a whole. XXXXX type of organizational culture has XXX own upsides XXX downsides. The key is choosing the XXXXX XXX XXX XXX company. There XX XX XXXXXXXXX XXXXX or XXXXXXXX about it.
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