Organizational Culture

Organizational Culture.

Organizational Culture

Organizational culture can be defined as the setting in which people interact as they work. It encompasses the entire working environment.  Organizations should by all means ensure they build and maintain a positive culture because it works.  Research shows that individuals working in organizations with positive culture are in a positive state of mind and therefore lead happier, more productive and much fulfilling lives. An organizational culture identifies acceptable behavior and what is not.  A company with a positive organizational culture will have employees who are highly motivated to work in the organization. All the stakeholders in the company are proud to be there, meaning the productivity of the company will also be high. In a positive organizational culture, employees are treated in a friendly manner. It offers ways for employees to meet the objectives of the organization as they also fulfill the requirements of the job (Dlabay et al. 2009).

The organizational culture plays a critical role in determination of the morale of members within the organization and thus in the overall effectiveness of the company. A positive culture supports the mission of the organization thus contributing to meeting and exceeding expectations of stakeholders.  It serves as a framework comprised of values and norms. It enhances the operations of the organization because it incorporates a set of basic assumptions shared by members of the organization. It makes employees develop a sense of belonging to the organization, fostering teamwork which is a crucial aspect for growth of an organization.

In addition, positive culture determines the receptiveness of its members to changes, the speed with which the chances can be accomplished, as well as the appropriate strategies for accomplishment of the changes. Implementing a change in an organization with positive culture is relatively easy and quick. In addition, positive organizational culture is effective in promotion of members’ motivation and improvement of the quality of their work (Hull & Kirst, 2014).

Demerits of positive culture

Positive organizational culture is not always good for an organization. In some cases, it might come with some limitations which may adversely affect the business.

One of the demerits of positive culture is that it determines the behavior of an organization. The culture may result in people who want to work in a certain way. New employees to the organization will come and adopt the culture they find there. This means result in under-utilization of the skills and talents of the employees. Innovative thinking and individual initiative may be inhibited especially in cases where the organization does not value adaptability. The management of a company forms kind of a dominant coalition that may adversely impact on the corporate culture. This means if the managers are negative, the negativity may be reflected among employees (Cameron & Quinn, 2011).

In some cases, employees may fail to accept the positive culture. In such culture, employees can be leaders even without legitimate power. Regardless of the effort of the top management, if employees decide to behave in a negative way, the corporate culture may end up hurting the organization.

In addition, positive culture may be intellectually dishonest and bear some potential harm. This is more so when there is glossing over natural differences within the organization. An organization requires taking some actions that may not be liked by everybody. For instance, there is now way an employee can be terminated in a positive way. It is also difficult to explain why some employees are getting pay increment while others remain stagnant. This shows that if the business is trying to build a positive culture, the activity may be seen as manipulative. Employers tend to coerce their employees into positive mindsets while in the actual sense, the employees are not happy with the strategy. Encouraging people to put on a happy face when they are uncomfortable with the working conditions looks awkward. In such a case, the organization tries to keep employees productive while their payment and benefits are low (Schein, 2010).

Role of managers in creation of an organization’s culture

Managers at all levels in an organizational have a critical role to play in development of the culture. Managers are expected to set the tone, control resources, and have the means to influence the results. The managers are responsible for defining the mission of the company and goals and also setting the pace in identification of the organization’s core values. Determination of individual autonomy is also the role of managers who also decide the assignments for each employee. Besides, managers have the responsibility of structuring the work according to the values of the corporation for achievement of its goals (Plunkett & Attner, 2013).

The managers have to plan effectively n how the organization should be run. Planning is a basic function of management. Planning is a continuous and never ending activity. It forms essential conditions for the success of the business.  In the planning phase, managers determine the objectives and the course of action towards achievement of the objectives. This involves decision-making and problem-solving. Planning minimizes the risk and also gives the organization full advantage of the available opportunities.

In creating organizational culture, the management also has to embark on intensive organizing. Organizing involves division of work and assignment to respective employees based on their qualities with an aim of meeting the organization’s objectives. Through organizing, the management directs, coordinates and controls the organization. It aims at optimizing coordination of the functions of any business and its employees.

The management also embarks on staffing in its bid to create organizational culture. Through staffing, various positions are filled. Managers should carry out job evaluations, job analysis, and performance appraisals all which are important factors in building organizational culture. This includes functions of recruitment and training of personnel to improve their efficiency. The management should properly select and orientate personnel to optimize their productivity which will go a long way in meeting the objectives of the organization (Msoroka, 2013).

Another function carried out by the management in creation of culture is directing. This involves putting the plan into action. Directing involves guiding, influencing, leading and motivating the subordinates to work in a way that means well for the organization. Through directing, managers inspire and motivate the subordinates towards achievement of the goals of the business. The aim of directing is to harmonize activities of the employees to achieve the set objectives. The management has to set the pace for the rest of employees to follow. It is through the initiatives put by the managers that other stakeholders within the organization will know what is expected of them and cooperate. The culture of the organization, therefore, largely depends on the management.

 

 

 

References

Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework. San Francisco, CA: Jossey-Bass.

Dlabay, L. R., Burrow, J., Kleindl, B., & Eggland, S. A. (2009). Intro to business. Mason, OH: South-Western Cengage Learning.

Hull, G. H., & Kirst-Ashman, K. K. (2014). Generalist practice with organizations and communities.

Msoroka, M. (2013). Organizational culture: Its implications to educational institutions. Place of publication not identified: Grin Verlag.

Plunkett, W. R., Allen, G., & Attner, R. F. (2013). Management: Meeting and exceeding customer expectations.

Schein, E. H. (2010). Organizational culture and leadership. San Francisco: Jossey-Bass.

Organizational Culture