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 XX XXXXXXXX and XXXXX. XX&XXXXX;s difficult XX extract strong XXX valid XXXXXXXX like in XXXXXXXXXXX or physics. As a result, XXXXXXXXX it XX XXXX a XXXXXXXXX task.
- Because XXXXXXX has XXXXXX XXX XXXX XXXX XXX XXX XXXXXXXXX by a certain society, XXXX original XXXXX XXXXX get XXXX in XXXXX or XXXXXXX. XXXXXXX, XXXXXXX, XXX XXXXX XXXXX sometimes replace XXXXXXXX XXXXXXXXXXXX.
- XXXXXXX is XXXX XXXXX XXXXXXXX XXX XXXXXXXXXX XXXXXXXXX rather XXXX a measurable asset. Accounting rules cannot measure the XXXXXXXXXXXXXX XXXXXXX but it exists and it XXXXXXXXX effects.
With a XXXXX definition XXX characterization XXX XXXXXXX, organizational XXXXXXX XXX be defined XXX XXX XXXX XXXXXXXXX. XXXXXXX "XXXXXXXXXXXX" XX a very common and easy term, XXXXXXXX it is not XXXXXXXXX. Dedicated XXXXXXXXXX XXX given XXXXXXX definitions XXX organizational culture, XXXXXXX the XXXX XXXX this XX, in fact, a very XXXXXXXX XXX XXX XXXX strong and XXXX concept. A XXXXX definition XX describing organizational XXXXXXX XX XXX XXX XXX doing things in a XXXXXXXX XXXXXXXXXXXX, enjoying XXXXXXX XXXXXXXXXX XXXX XXX employees (XXXXXX, XXXX). On a XXXX detailed perspective, XXXXXXXXXXXXXX culture XX a set XX rules XXX XXXXXXXX XXXXXXXX, XXXXXXXXX and encouraged XX an XXXXXXXXXXXX. XXXXX XXXXX were created XXX XXXXXXXXXX XXXXXXXXXXX for easing interactions with the XXXXXXXX XXXXXXXXXXX. A XXX of patterns XXX XX considered as a part XX the XXXXXXXXXXXXXX culture when XXXX XXXX the XXXX XXXXXXXXXX test. New XXXXXXX must understand it in order XX XX XXXXXXXXXX a XXXX of XXX XXXX (XXXXXX, XXXX). XX culture in general XXXX, organizational culture XXXX has a XXX XX XXXXXXXXXXXXXXX (XXXXXX, 2011):
- Every XXXXXXXXXXXX has XXX own culture. Even if it is not XXXXXXX somewhere, an organization is XXXXXXX XXXXXX its own XXX XX rules XXX XXXXXXXX patterns. For example, if XXXXXXX XXXX XXXXX is XXXX often, new XXXXXXXXX will understand it as a part of the XXXXXXXXXXXXXX XXXXXXX. Even if XXX XXXXXXX or the managers XXX XXX recognizing this matter. XXXXXXX the XXXXXXXXXXXXXX culture exists XX a XXXXXXX XXXXXXXXX in XXXXX XXXXXXX, real leaders XXXX XXXXXXXXXX for XXXXXXXXXX or improving XXX existing XXX. As an example, we XXX XXXXXXX XXXX XXXXXXXX XXXXXXX XXXX before writing, even if writing XX XXX solid XXXXX of it.
- XXXXXXXXXXXXXX XXXXXXXX XXX XXXXXXX XXXXXXXXX or XXXXXXXXXXXXXX. XXXXXXX culture XX also XXXXXXXXX based on XXXXX, organizational cultures can sometimes XXXXXXX XXXXX or patterns XXXXXXXXXX or XXXXXXX in a XXXXXXX XXXXXXX. Confusion XX a XXXXXX for XXXX XXXXXXXXX. XXX example, XXXX XX a XXXXXXX XXXXXX XXXX respecting XXXXXXX XXXXX is XXX XXXX preoccupation and a part of XXX culture if XXXX XXXXXXXXXXX XXXXXXXX XXXXXXXXX than it XXXXXXX a XXXXXXX or a XXXXXXXXXXXXX.
- Organizational culture XX a common XXXXXXXX XXX achievement – Like culture, XXXXXXXXXXXXXX culture is XXXXXX XXXX XXXXXXXXXX XXXXX and aspirations. XXXX if XXX company XXXXX try to implement a new organizational XXXXXXX, the team would XX the XXX XXXXXXXXX or rejecting it. New employees will XXXXX the informal XXXXX XXXX the XXXXXXX XXXX, not XXXX company training materials.
- Each organization XXX its unique culture – Very similar XX national or ethnic cultures, XXXXXXXXXXXXXX XXXXXXX is XXXXXX and it XX in a XXXXXXXXX change. XXXX XX XXXXX XXXXXXXXXXXXX XXXXX try to replicate it, XXXXXXXXXXXX XXX XXXX XXXXX on different subjects, XXX&XXXXX;t return the XXXX result.
XXXXXXXXXXXXXX culture XXX many XXXXXXXXXXXX XXXX the general XXXXXXX, but XXX XXXXXXXXX XX much larger. XXXXX are XXXX organizations than XXXXXXX, and small XXXXXX of people can easily form their own rules if XXXX work for the XXXX goals and XXXXXXXXXXX. XXXX more, XXXXXXXXXXXXXX XXXXXXX XXX XX formal or informal. XX simple XXXXX, the formal XXXXXXX XX the way things should XXXXXX in an XXXXXXXXXXXX and the XXXXXXXX XXX XX XXX XXX things are really XXXXXXXXX. The XXXXXXX XXX XXXX between XXXXX two sides, XXX XXXXXXXX XXX XXXXXXXXXXXX is. XXX XXXXXX XXXXXXX will include XXXXXXXXX XXXXXXXXXX, XXXXX XXXXX and XXXXXXXXXXXXXX XXXXXX. The informal XXXXXXX will include examples XX how XXXXXX are XXXXXX XXXXXXX XXXXXXXX in a certain XXXXXXXXXXXX (XXXXXXXXX, XXXXXXXXXX, 2007). For example, A XXXXXXX procedure says that XXXX an employee does not XXXX what XXXXX the best decision XX, he XXXXXX ask XXX XXXX XXXXXX or a support department. Because XX the XXXXXXXX XXXXXXXX XXXXXXX, XXXX XXXXXXXX might first XXX XXX fellow XXXXXXXXXX or someone from XXXXXXX department, not related to the issue. XXX informal XXXXXXX should XXX be fought XXXXXXX XXX XXXX as a development XXXXXXXX. XXXXXXXX XXXXXXX XXXX tend XX fill the XXXX or XXX lacking resources the XXXXXXX XXXXX have, XXXXXX it from a possible malfunction. XX a XXXXX XXXXXX on the XXXXXXXX XXXXXXX, XXXXXX a colleague instead of a XXXXXXXXXX XXXXX seem inappropriate. XXX why does it XXXXXX? Maybe XXX XXXXXXXX XXXX not trust his supervisor or support XXXX XXXXXX XX XXXX XXXX XX XXX future decision XX another perspective, he might XXXX negative XXXXXXXXX on XXX XXXXXXX. XX XXXXX&XXXXX;t matter XXXXX one is XXX XXXXX assumption. XXX building a XXXXXX XXXXXXXXXXXXXX XXXXXXX, XXX XXXX important XXXXXXXXXXX XXXX XXX XX extracted XXXX XXXX situation XX that the formal XXXXXXX XX not working.
X. XXXXXXXXXXXXXX XXXXXXX, an XXXXXXXXX driver XX XXX XXXXXXX XX a XXXXXXXX.
XXXXXXXXXXXXXX culture can XXXXXX a leadership tool, providing managers XXX most XXXXXXXXXXX XXXX XXXXXXX, a XXX for XXXXXXXXXXX XXXXXXXX engagement for reaching XXXXXX goals. XX XXXXX XXXXXXXXX, organizational XXXXXXX XXX resume at the XXXXXXXX XXXXXXX of the XXXXXXXXXXXX. His cultural values as an individual can XXXXXXX the future XXXXXXX XXXXXX. XXXX leaders will attract followers XXX subordinates. XX XXX first group will understand and XXXXXXX in XXXX values, the newcomers XXXX XXXX XXXXXXX XXX XXXX XXXXXXX, XXX XXXX their colleagues (Madu, 2012). If the leader XXXX promote XXXXXXX and XXXX XX XXXXXX values, XXX company XXXXX be on a long road for XXXXXX and XXXXXXX. If XXX, XXX organization XXXXX XXXXXXX XX XXX market and XXXXXXX high XXXXXXX but XXX XX a XXXX XXXX. For example, XXX XXXXXXXXXXXXX during the U.S prohibition XXXXXXXX XXXX XXXXXXX, XXXXXXXX XXXXXX XXXXXXXXXXXXXX cultures XXX XXXXXXX XXXXX values were XXXXX on XXXXX XXXXXXXXXX, XXX enforcers, XXX new XXXXXXXXXXX obsolete XXXXX XXXXXXXX XXX XXXXXXXXX the XXXXXXXXXXXXX. Organizational XXXXXXX should XX XXXXX XX XXXXXXXXXX values XXX XXXXXXXXXX XXXXX XXXXXX XXXXXX XX encouraged. From XXX XXXXXXXX XXXXXXXXX XXXXX, XXXXXXXXXX XXXX XXXXXXXXXXXXXX XXXXXXX XX about XXXXXXXX XXXXXXX XXXXXXXX XXXXXXXX. This XX XXXXXXX yet wrong XX we take a XXXX at XXXXXXXXX XXXX XXX IT or consumer goods market. XXXXX, XXX XXXXXXX, is a XXXXXXX XXXXXX its entire business XX XXXXXXXXXX. XXXXXXXXX XXX right XXXXXX by XXX XXXXXXX, an organizational XXXXXXX can XXXXXXX XXX way XXX XXXXXXX will XXXXXXX and the direction it is XXXXX. In other words, XX Apple XXXXX XXX have innovation in XXX XXXXXXXXXXXXXX culture, it would not reach XXX XXXX results it is XXXXXXXXX XXXXXXXXXX for XXX XXXXXXXXXXXX. XXXXXXX XXXXXXXXXX XX a XXXXXX yet abstract XXXX, organizational XXXXXXX should XXXXXX XXXXX on encouraging it. XX a XXXXXXXXX XXX, a leader XXX eventually XXX company should encourage XXXXXXXXXX in order to XXXXXXXX (Cooper, XXXXXXXXXX, XXXXXX, 2001). X practical way to do it is XX XXXXXXXXXXX XXX XXXXXXX XX XXXXXX XXX XXXXXXX. A XXXXXXX XXXX XX tolerance for XXXXXXXXX opinions XXXX its inside, XXXX XX more XXXXXXXXXX for its competitors XXX eventually, on XXX market. XXXXXXXXXXXXXX culture XX not always the XXXXX XX leaders or XXXXXXX XXXXXXXX. Even XX formal XXXXX XX XXXXXXX are XXXXXXX XX XXX decision factors, XXXXXXXX types XXXX XX a XXXXXX XX a team or XXXXXXXX. A XXXXXXXX XXXX XXXXXXXXXXX XXXX encourage a XXXX to build a set XX unwritten rules. This XX a result of the general XXXXXXX XXXX XXXXX XXX XXXXXXX. An XXXXXXXXXXXXX XXXXXXXXXX XXXX not able XX create XXXX an XXXXXXXXXXX. For XXXX XXXXXXXX or XXXXXXX, an ideal workplace is XXX one where everyone XXXX what it has XX XX, XXXXXXX bargaining or questioning the XXXXX. XXXX high discipline might improve productivity XX a short-XXXX, but it XXXX XXXX XXXXXXXXXX. Without an XXXXXXXX XXXXXXXX XXXXXXX, the XXXXXXX XXXX XXXXXX XXXX XXXXXXXXXXX or it XXXX have to outsource XXX process, XXXXXXXXXX higher XXXXX. Falling in the other extreme should be also XXXXXXX, XX a XXXX XXXXXXXXX for a XXXXXXX environment XXXXX create an XXXXXXXX XXXXXX XX tolerating XXX XXXXXXXXXXX. Even XXXX, it XXXXX XXXXXXX XXX XXXXXXXXXX of XXXXXXXXXXXX results XXXX XXXXXXXX XXXXXXXXXX (Goffee, Jones, 1998). X group can XXXXXXXXXX XX building a XXXXXX organizational culture if they achieve a strong solidarity among peers. When solidarity occurs, XXX whole XXXXX will XXXX XXX XXX XXXX XXXXXXXXXX and achievements. For XXXXXXX, a XXXXXXX XXX XXX XXXXX XXX XXX marketing department. XX XXX sales department, XXXXXXXXXX performance is encouraged XX high reward plans. XXX XXXXXXXX XXXX not XXXXXX XXXX if XXX XXXXXXXXX will overcome the XXXXXX. XX a XXXXXX, XXX first XXX might get a high bonus but XXX department XX a whole XXXXX XXX reach XXX XXXXXXXX performance. XX XXX XXXX XXXXXXX, XXX marketing XXXXXXXXXX XX working on XXXXXXX XXXXX XXXXXXXXX for a product. XXXXXXX XXXXXXXX XX depending XX team XXXX, XXXXXXXXXX is a must. XX XXX XXXXXX XXXXXXXX responsible XXXX deliver XXXXX XXXXXXXXXXX, the XXXXXXXXX XXXXXXXXXXX will XXXXXXXX XXX wrong potential XXXXXXXXX. XXXX have a XXXXXXXX task yet a XXXXXX goal. XXX same XXXXXXX, separate directions.
C. Notion XX power
Every XXXXXXXXXXXXXX XXXXXXX has XXX inspiration and XXXXX source. X XXXXXXXX characteristic will influence the XXX it XXXX XXXXXX XXX how it will XXXXXX the company XX a whole. XXXXX are XXX four main XXXXX (XXXXXX, 2006).
-Power XXXXXXX: It XX basing XXX entire XXXXXXXXX XX a single leader. XXX XXXXXXXXXXX XX XXX XXXXXXXXX source XXX the XXXXXXXXXXXXXX XXXXXXX. This type XX XXXXXXX XXX loyalty among its XXXXXXX assets. XXXX XX XXX XXXXXXXXX XXXX XXXXX on XXXXXXXX or XXXXXXXXXX the XXXXXX, XXXXXX XXXX focusing on company XXXXXXXXXX. A company with this XXXX of XXXXXXXXXXXXXX culture will be XXXXXX XXXXXXXXX XX the XXXXXX. If the XXXXXX XXXX XXXXXXXXX, XXX XXXXXXX XXXX XXXXX a XXXXXX. XXX XXXXXXX, the XXXXXX XXXXX XXXXX XXXX Steve XXXX died.
-XXXX Culture: X XXXXXX XXXXXXXXXX XXXXXXX XXXX XXXXXXX XXXXXX XXXXXXXXXXXX. Under this XXXXXX, some organizations XXXXXX XX XXXXXXXX XXXXXX XXXXXXXXXX XXX task XXXXXXXXXXX for XXXX employee. Each XXX XXX a XXXX-defined role in the XXXXXXXXXXXX. This XXXX XX XXXXXXX will help a company XXXXXXXX XXXX a large mechanism, XXX it XXXX limit XXXXXXXXXX. It XXX XXXXX very efficient in business XXXXXX XXXX high XXXX risk XXXX XXXXXX, XXXXXXXXX XXX security.
- Achievement XXXXXXX: XXXXXXXXXXX performance and reaching goals is the most important XXXXX in a XXXXXXX XXXX a strong XXXXXXXXXXX XXXXXXX. Rules and leaders are XXX so XXXXXXXXX XXXX it comes for reaching the deadline or the XXXXXX. XXXX XXXXXXXXX expose themselves to high ethical XXXXX. Siemens, the XXXXXX engineering corporation XX well XXXXX in the business environment for the XXXXXXX XXXXXXX XXXXXXX in XXXX. XXXXXXX German prosecutors XXXXXX that XXXXXXX XXX XXXXX an entire bribing machine XXX accessing XXXXXX contracts. XXX XXXXX was hidden in XXX official accounting has consulting XXXXXXXX. XX turned out XXXX bribery XXX XXXXX XXX way in regular management XXXXXXXXX. Some Siemens XXXXXXXX saw XXXXXX XX XXXXX-cuts in obtaining XXX XXXXXXX contracts (XXXXX, Gillsepie, 2012).
- XXXXXXX culture: The company will have an XXXXXXXXXXXXXX XXXXXXX XXXX XXXXXXX to a small community. XXXXXXXXXX will XX a strong XXXXX. XXXXXXXXX XXXX tie XXXXXXXXXXX outside of the office and as much as XXXX XXX XX XXXXXXXXX for reaching goals with the best XXXXXX respect, XXX XXXX XXXXXXX more important XXXX the XXXXXXX XXXXXX. This XXXX of cultures XX not XXXX or XXXXXXXXXXX oriented. For example, the XXXXXXXXXXXXX XXXXXXXXXX XX a company XXX XXXXX a separate XXXXXXXX XXXXXX. Later it might turn into a labor XXXXX, pushing the company XXX higher XXXX XXXXXXXX, without considering the XXXXXXX XXXXXXXXXXX results.
The lack XX a XXXXXX organizational culture XXXX XXXXXXXXXX XXXXXX XXXXXXXX performance. XXXXXXXX or XXXXXXXXXXX the wrong one will also trigger XXX XXXXXXXXXXX. The first key XX XXXXXXXX it is XXXXXX everyone believe in the XXXXXXXX XXX XXX value it XXX bring XXX XXX XXXXXXXXXXXX. XXXXXXXXX XXXXXX XXXX XXX main role.
CONCLUSION:
Organizational XXXXXXX can hold a key role in reaching the XXXXX with XXXXXXX XXXXXXXXXXX XXXXXXXXXXXX. Building a strong organizational culture will XXXX a company in XXXXXXXX XXX XXXXXXXXXX XXXXXX, but it cannot XXXXXXX XXX value of a good team. Leadership models XXX be implemented XXXX XXXXXXXXXXX XXXX XXXXXXX in XXXX designed XXXXXXXX structures. The XXXXXXXXXXXXXX XXXXXXX is XXXXXXXX XX XXXXXX these XXX XXXXXXXXXX. XXXXXXXXX, aside XXXX XXXXX XXXXX Resource XXXXXXXXXXX, XXXXXX XXXXXXXXX XXX invest XX building a strong organizational culture, XXX it XXXXXX not leave all XXX XXXXXXXXX work XXX expectations, XX its behalf. XX XX a key XXXXXXXXX in XXX general XXXXXXXXX but not a self-functioning XXXXXXXXX.
RESTATE MAIN XXXXXX:
XXXXXXXXXXXXXX culture XX a XXXXX XXXXXXX for the general XXXXXXX. It can XX XXXXXX and XXXXXXXX XXX encouraging it in a positive way, XXXX improve XXXXXXXXXXX. Organizational culture XXX XXXX XXXXXXXXX shapes and it can XXXX its XXXXXX in a certain XXXXXX or in a group XX a XXXXX. Every XXXX XX organizational XXXXXXX XXX its own upsides XXX downsides. XXX key XX XXXXXXXX XXX XXXXX one XXX the XXXXXXX. XXXXX is XX XXXXXXXXX XXXXX or solution about it.
XXXXXXXXX :
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