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.
- Culture XX XXXXXXXX and XXXXX. XX&XXXXX;s XXXXXXXXX XX XXXXXXX XXXXXX XXX valid patterns like in XXXXXXXXXXX or physics. XX a XXXXXX, measuring it XX XXXX a difficult task.
- Because XXXXXXX has passed the XXXX XXXX XXX got validated by a XXXXXXX society, XXXX original XXXXX might XXX XXXX in sense or XXXXXXX. XXXXXXX, rituals, and XXXXX might XXXXXXXXX replace XXXXXXXX explanations.
- XXXXXXX is XXXX about XXXXXXXX and XXXXXXXXXX ourselves XXXXXX XXXX a XXXXXXXXXX asset. Accounting rules cannot measure XXX organizational XXXXXXX XXX it exists XXX it XXXXXXXXX effects.
XXXX a XXXXX XXXXXXXXXX XXX XXXXXXXXXXXXXXXX XXX XXXXXXX, XXXXXXXXXXXXXX culture XXX XX XXXXXXX and XXX XXXX XXXXXXXXX. XXXXXXX "organization" XX a XXXX common XXX easy term, XXXXXXXX it is XXX XXXXXXXXX. Dedicated literature XXX given various definitions for XXXXXXXXXXXXXX culture, proving XXX XXXX XXXX this is, in fact, a very XXXXXXXX but yet XXXX XXXXXX and real concept. X basic XXXXXXXXXX is XXXXXXXXXX XXXXXXXXXXXXXX XXXXXXX as the way XXX doing XXXXXX in a specific XXXXXXXXXXXX, XXXXXXXX overall XXXXXXXXXX XXXX all employees (XXXXXX, 1951). On a XXXX detailed XXXXXXXXXXX, organizational XXXXXXX XX a XXX XX rules XXX behavior XXXXXXXX, developed XXX XXXXXXXXXX by an organization. XXXXX XXXXX were XXXXXXX XXX XXXXXXXXXX implemented for XXXXXX XXXXXXXXXXXX XXXX XXX external environment. X set of patterns can be considered as a XXXX of the organizational culture XXXX they pass XXX XXXX XXXXXXXXXX XXXX. New XXXXXXX must understand it in order XX XX considered a XXXX XX XXX XXXX (XXXXXX, 1985). As culture in general XXXX, XXXXXXXXXXXXXX culture XXXX has a set XX characteristics (Bellot, 2011):
- Every organization XXX its own XXXXXXX. Even if it XX not XXXXXXX XXXXXXXXX, an XXXXXXXXXXXX is working around its own XXX of XXXXX and XXXXXXXX patterns. XXX XXXXXXX, XX XXXXXXX over XXXXX XX XXXX often, XXX XXXXXXXXX XXXX XXXXXXXXXX it as a XXXX of XXX organizational culture. Even if the leaders or XXX managers are XXX XXXXXXXXXXX this matter. Because the organizational culture exists XX a default attribute in XXXXX XXXXXXX, XXXX leaders will contribute for correcting or improving the existing one. XX an example, XX can XXXXXXX that XXXXXXXX XXXXXXX XXXX before writing, XXXX if XXXXXXX is the solid XXXXX of it.
- XXXXXXXXXXXXXX cultures can include XXXXXXXXX or contradictions. Because XXXXXXX is XXXX sometimes XXXXX XX XXXXX, XXXXXXXXXXXXXX cultures XXX sometimes include rules or XXXXXXXX unaccepted or XXXXXXX in a certain society. XXXXXXXXX is a source for this paradoxes. XXX example, XXXX if a XXXXXXX XXXXXX XXXX XXXXXXXXXX XXXXXXX XXXXX XX the main XXXXXXXXXXXXX and a XXXX XX its XXXXXXX XX some XXXXXXXXXXX register XXXXXXXXX XXXX it becomes a XXXXXXX or a contradiction.
- XXXXXXXXXXXXXX XXXXXXX XX a XXXXXX resource and XXXXXXXXXXX &XXXXX; Like XXXXXXX, XXXXXXXXXXXXXX XXXXXXX XX formed XXXX XXXXXXXXXX XXXXX XXX XXXXXXXXXXX. Even XX the XXXXXXX would try to XXXXXXXXX a new XXXXXXXXXXXXXX culture, the XXXX XXXXX be the XXX approving or rejecting it. XXX XXXXXXXXX XXXX learn XXX XXXXXXXX rules XXXX the current XXXX, XXX XXXX company XXXXXXXX materials.
- XXXX XXXXXXXXXXXX XXX its XXXXXX culture &XXXXX; Very XXXXXXX to XXXXXXXX or XXXXXX cultures, organizational XXXXXXX is unique and it XX in a continual XXXXXX. XXXX if XXXXX organizations XXXXX try XX XXXXXXXXX it, XXXXXXXXXXXX XXX XXXX rules XX different XXXXXXXX, won’t XXXXXX XXX XXXX result.
Organizational culture XXX many similarities XXXX the general XXXXXXX, but XXX diversity is much XXXXXX. There are XXXX organizations XXXX nations, and small XXXXXX of XXXXXX XXX easily form XXXXX own XXXXX XX they XXXX for XXX XXXX XXXXX and aspirations. XXXX more, organizational XXXXXXX can XX XXXXXX or informal. XX XXXXXX XXXXX, the XXXXXX pattern XX the way XXXXXX XXXXXX XXXXXX in an XXXXXXXXXXXX and XXX XXXXXXXX one XX XXX XXX things XXX really happening. XXX smaller XXX XXXX XXXXXXX these two sides, XXX stronger the organization is. XXX XXXXXX culture XXXX XXXXXXX procedure XXXXXXXXXX, ethic codes XXX organizational charts. XXX XXXXXXXX XXXXXXX XXXX XXXXXXX examples on how XXXXXX XXX XXXXXX XXXXXXX together in a XXXXXXX organization (XXXXXXXXX, XXXXXXXXXX, 2007). XXX XXXXXXX, X company XXXXXXXXX says that XXXX an employee does not know what XXXXX the best XXXXXXXX be, he XXXXXX ask XXX XXXX leader or a support department. XXXXXXX XX XXX XXXXXXXX XXXXXXXX culture, XXXX employee might first XXX his fellow colleagues or someone XXXX XXXXXXX XXXXXXXXXX, XXX XXXXXXX XX the XXXXX. XXX informal XXXXXXX XXXXXX not be XXXXXX against but XXXX XX a development resource. Informal XXXXXXX will XXXX XX XXXX XXX gaps or XXX lacking resources the XXXXXXX might XXXX, XXXXXX it XXXX a XXXXXXXX XXXXXXXXXXX. At a first glance on the XXXXXXXX example, XXXXXX a colleague XXXXXXX XX a supervisor XXXXX XXXX inappropriate. XXX why does it XXXXXX? XXXXX the employee does XXX trust XXX supervisor or support XXXX XXXXXX XX XXXX XXXX XX his XXXXXX XXXXXXXX On XXXXXXX perspective, he might fear XXXXXXXX feedbacks on XXX inquiry. It doesn&XXXXX;t XXXXXX XXXXX one XX XXX XXXXX assumption. For building a XXXXXX XXXXXXXXXXXXXX culture, the XXXX important information XXXX can be extracted from such situation XX that XXX formal XXXXXXX is not working.
X. XXXXXXXXXXXXXX XXXXXXX, an XXXXXXXXX driver of the success of a business.
XXXXXXXXXXXXXX XXXXXXX can become a leadership tool, XXXXXXXXX XXXXXXXX but most importantly real XXXXXXX, a XXX for XXXXXXXXXXX employee XXXXXXXXXX for XXXXXXXX XXXXXX goals. XX small XXXXXXXXX, XXXXXXXXXXXXXX XXXXXXX XXX XXXXXX at the personal example XX the entrepreneur. XXX cultural values as an individual XXX XXXXXXX the XXXXXX XXXXXXX values. True XXXXXXX will attract XXXXXXXXX XXX XXXXXXXXXXXX. XX XXX XXXXX group XXXX XXXXXXXXXX XXX believe in XXXX values, the XXXXXXXXX XXXX also receive the XXXX lessons, but XXXX XXXXX XXXXXXXXXX (Madu, XXXX). XX the XXXXXX will XXXXXXX XXXXXXX and XXXX XX accept XXXXXX, the XXXXXXX XXXXX be on a XXXX road for XXXXXX and success. XX not, XXX organization might survive on the market XXX XXXXXXX high XXXXXXX but XXX XX a XXXX term. XXX XXXXXXX, mob organizations XXXXXX the U.S XXXXXXXXXXX XXXXXXXX XXXX profits, XXXXXXXX strong XXXXXXXXXXXXXX cultures XXX because XXXXX values XXXX XXXXX on crime XXXXXXXXXX, law XXXXXXXXX, XXX new regulations XXXXXXXX their business and XXXXXXXXX the organizations. Organizational XXXXXXX should be XXXXX on achievable values and XXXXXXXXXX these XXXXXX XXXXXX XX encouraged. XXXX XXX XXXXXXXX mentioned XXXXX, XXXXXXXXXX XXXX XXXXXXXXXXXXXX XXXXXXX is about XXXXXXXX uniform XXXXXXXX patterns. This XX XXXXXXX XXX XXXXX XX XX take a XXXX XX XXXXXXXXX XXXX XXX XX or consumer XXXXX market. Apple, for example, XX a company basing its entire XXXXXXXX XX XXXXXXXXXX. XXXXXXXXX XXX right XXXXXX XX the XXXXXXX, an XXXXXXXXXXXXXX XXXXXXX XXX dictate XXX way the XXXXXXX will operate XXX the XXXXXXXXX it XX XXXXX. In XXXXX words, if Apple would not XXXX XXXXXXXXXX in its organizational XXXXXXX, it would not XXXXX XXX good XXXXXXX it XX XXXXXXXXX XXXXXXXXXX XXX its stakeholders. Because XXXXXXXXXX is a common yet abstract XXXX, XXXXXXXXXXXXXX culture XXXXXX rather focus XX encouraging it. XX a XXXXXXXXX way, a leader and XXXXXXXXXX XXX company should encourage XXXXXXXXXX in order XX XXXXXXXX (Cooper, XXXXXXXXXX, Earley, XXXX). X XXXXXXXXX XXX XX do it is by XXXXXXXXXXX XXX freedom XX speech XXX XXXXXXX. A XXXXXXX with XX tolerance XXX XXXXXXXXX opinions XXXX its inside, will XX XXXX vulnerable for its XXXXXXXXXXX and XXXXXXXXXX, XX XXX XXXXXX. XXXXXXXXXXXXXX XXXXXXX is not always XXX XXXXX XX XXXXXXX or company XXXXXXXX. Even if formal XXXXX of culture are imposed by the decision factors, informal types XXXX be a XXXXXX of a XXXX or XXXXXXXX. X XXXXXXXX XXXX environment will XXXXXXXXX a team XX XXXXX a set of XXXXXXXXX rules. This XX a result XX the general freedom XXXX enjoy the XXXXXXX. XX authoritarian leadership will XXX able to create such an XXXXXXXXXXX. For some XXXXXXXX or XXXXXXX, an ideal XXXXXXXXX XX XXX one where XXXXXXXX XXXX XXXX it XXX to do, XXXXXXX bargaining or questioning the XXXXX. XXXX high XXXXXXXXXX XXXXX improve productivity XX a short-XXXX, XXX it XXXX XXXX creativity. Without an XXXXXXXX creative XXXXXXX, XXX company XXXX XXXXXX less competitive or it will XXXX to XXXXXXXXX the XXXXXXX, generating higher XXXXX. Falling in the other XXXXXXX should XX also avoided, as a high XXXXXXXXX XXX a relaxed XXXXXXXXXXX XXXXX create an XXXXXXXX XXXXXX XX tolerating low XXXXXXXXXXX. Even XXXX, it could replace XXX XXXXXXXXXX XX professional XXXXXXX XXXX XXXXXXXX XXXXXXXXXX (XXXXXX, Jones, 1998). A group can XXXXXXXXXX XX XXXXXXXX a XXXXXX organizational XXXXXXX XX XXXX XXXXXXX a XXXXXX XXXXXXXXXX among XXXXX. XXXX solidarity XXXXXX, the XXXXX XXXXX XXXX XXXX XXX the same XXXXXXXXXX and achievements. XXX XXXXXXX, a company has XXX sales XXX the marketing department. In the XXXXX XXXXXXXXXX, individual performance XX XXXXXXXXXX XX XXXX XXXXXX plans. One salesman does XXX really care if his colleague XXXX XXXXXXXX the XXXXXX. XX a XXXXXX, the XXXXX one might get a high XXXXX XXX XXX department XX a XXXXX might not XXXXX the expected XXXXXXXXXXX. In XXX same company, XXX marketing XXXXXXXXXX is XXXXXXX XX raising XXXXX awareness XXX a XXXXXXX. XXXXXXX XXXXXXXX is depending XX XXXX XXXX, solidarity XX a XXXX. If XXX XXXXXX research responsible XXXX deliver XXXXX XXXXXXXXXXX, XXX XXXXXXXXX XXXXXXXXXXX XXXX identify the wrong XXXXXXXXX customers. They have a XXXXXXXX XXXX XXX a XXXXXX goal. XXX XXXX XXXXXXX, separate XXXXXXXXXX.
X. XXXXXX of power
XXXXX XXXXXXXXXXXXXX culture XXX its inspiration XXX power source. X XXXXXXXX XXXXXXXXXXXXXX will influence XXX XXX it XXXX evolve XXX how it will impact XXX XXXXXXX as a XXXXX. XXXXX are the XXXX XXXX types (Martin, 2006).
-Power XXXXXXX: XX XX XXXXXX XXX XXXXXX XXXXXXXXX on a XXXXXX XXXXXX. His personality is the inspiring XXXXXX for XXX XXXXXXXXXXXXXX XXXXXXX. This type XX XXXXXXX XXX loyalty XXXXX its XXXXXXX assets. XXXX XX the employees XXXX focus on pleasing or XXXXXXXXXX the XXXXXX, XXXXXX XXXX XXXXXXXX XX company objectives. A company with this type XX XXXXXXXXXXXXXX XXXXXXX XXXX XX XXXXXX dependent on XXX leader. XX XXX leader will XXXXXXXXX, XXX XXXXXXX will XXXXX a XXXXXX. XXX XXXXXXX, the crisis XXXXX XXXXX when XXXXX Jobs died.
-Role XXXXXXX: A strong structured company will XXXXXXX higher XXXXXXXXXXXX. Under XXXX theory, some XXXXXXXXXXXXX insist XX building strong XXXXXXXXXX and task XXXXXXXXXXX for XXXX employee. Each XXX has a XXXX-defined XXXX in XXX organization. XXXX type of culture XXXX XXXX a XXXXXXX function XXXX a XXXXX mechanism, but it XXXX XXXXX innovation. XX XXX XXXXX very XXXXXXXXX in business fields with high XXXX XXXX XXXX XXXXXX, XXXXXXXXX XXX security.
- Achievement XXXXXXX: Encouraging XXXXXXXXXXX XXX reaching XXXXX is XXX XXXX XXXXXXXXX XXXXX in a XXXXXXX XXXX a XXXXXX XXXXXXXXXXX XXXXXXX. XXXXX and leaders are not so XXXXXXXXX when it XXXXX for XXXXXXXX XXX XXXXXXXX or the XXXXXX. XXXX companies XXXXXX themselves to XXXX ethical XXXXX. XXXXXXX, XXX German engineering corporation is XXXX XXXXX in XXX business environment XXX XXX bribery scandal started in 2006. XXXXXXX XXXXXX prosecutors proved that XXXXXXX has built an XXXXXX bribing XXXXXXX XXX accessing XXXXXX contracts. The XXXXX XXX XXXXXX in XXX XXXXXXXX accounting has XXXXXXXXXX spending. It turned out that bribery had found its way in XXXXXXX XXXXXXXXXX XXXXXXXXX. Some XXXXXXX managers saw bribes as short-cuts in XXXXXXXXX XXX desired contracts (XXXXX, Gillsepie, XXXX).
- Support XXXXXXX: XXX XXXXXXX XXXX have an XXXXXXXXXXXXXX XXXXXXX very XXXXXXX to a small XXXXXXXXX. XXXXXXXXXX XXXX be a strong XXXXX. XXXXXXXXX will XXX XXXXXXXXXXX XXXXXXX XX the XXXXXX XXX XX XXXX as they can XX XXXXXXXXX for XXXXXXXX goals XXXX the best XXXXXX respect, the XXXX becomes more important XXXX the company itself. XXXX type of cultures is not XXXX or XXXXXXXXXXX XXXXXXXX. For XXXXXXX, XXX XXXXXXXXXXXXX department of a company can XXXXX a XXXXXXXX informal entity. Later it XXXXX turn XXXX a XXXXX XXXXX, pushing XXX XXXXXXX XXX XXXXXX work XXXXXXXX, XXXXXXX considering XXX overall XXXXXXXXXXX results.
The XXXX of a strong XXXXXXXXXXXXXX XXXXXXX XXXX XXXXXXXXXX affect XXXXXXXX XXXXXXXXXXX. Choosing or XXXXXXXXXXX the XXXXX XXX will also trigger XXX XXXXXXXXXXX. XXX first key on XXXXXXXX it XX making XXXXXXXX believe in XXX XXXXXXXX and XXX XXXXX it can bring XXX XXX XXXXXXXXXXXX. XXXXXXXXX XXXXXX XXXX the XXXX role.
XXXXXXXXXX:
Organizational XXXXXXX can XXXX a XXX role in XXXXXXXX the goals with XXXXXXX stakeholder satisfaction. XXXXXXXX a strong XXXXXXXXXXXXXX culture XXXX XXXX a company in XXXXXXXX XXX leadership XXXXXX, but it XXXXXX replace the XXXXX XX a good XXXX. XXXXXXXXXX models XXX XX implemented more XXXXXXXXXXX XXXX applied in well designed XXXXXXXX XXXXXXXXXX. XXX XXXXXXXXXXXXXX XXXXXXX is expected XX design these XXX structures. XXXXXXXXX, aside whit XXXXX XXXXX XXXXXXXX XXXXXXXXXXX, XXXXXX XXXXXXXXX XXX XXXXXX on building a XXXXXX XXXXXXXXXXXXXX culture, but it should XXX XXXXX all the strategic work XXX expectations, XX XXX behalf. It XX a XXX XXXXXXXXX in the general mechanism XXX not a self-functioning mechanism.
RESTATE MAIN XXXXXX:
Organizational XXXXXXX XX a XXXXX replica XXX the general culture. XX can XX formal and informal and encouraging it in a XXXXXXXX XXX, XXXX XXXXXXX performance. Organizational XXXXXXX can have XXXXXXXXX XXXXXX and it can XXXX XXX XXXXXX in a XXXXXXX XXXXXX or in a XXXXX XX a XXXXX. XXXXX XXXX XX XXXXXXXXXXXXXX culture has its own XXXXXXX and XXXXXXXXX. XXX XXX is choosing XXX right one XXX the XXXXXXX. There is XX universal XXXXX or solution XXXXX it.
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