Conflict and Culture
Conflict and Culture
Introduction
The purpose of this report is to apply the theories and concepts in Organizational Behavior into the chosen topic which is conflict and culture.
An organization’s psychological and social climate forms its culture. The culture represents the values, beliefs, assumptions and symbols that define the way in which the organization conducts its business. It tells the employees how things are done, what is important and what kind of behavior is rewarded. It impacts on employee behavior, productivity and expectations. Finally, it distinguishes the organization from other organizations. Although there is no one ‘best’ culture, there is a clear linkage between organization culture and organization effectiveness. Organizations with strong positive cultures, for example, have a much better chance of success than those with weak and negative cultures. It is important therefore for management to foster a culture that promotes the achievement of the organizations objectives.
What is organizational culture?
Organizational culture is different from world cultures, those tapestries of shared histories, languages, beliefs, and foods, which are the source of our identity. Our personal culture affects how we marry, how we raise our children, how we celebrate events, and how we mourn death.
Organizational cultures are not so encompassing, lacking the broad links that help define how we understand ourselves among others. This weakness also implies that organizational cultures are dynamic. The good news is that organizational cultures can adapt and change to new influences quickly.
Culture has many definitions and followings are some of the definitions by some authors.
Culture , as Eldrige and Crombie ( 1974,cited in Burnes,1996,p.112) stated, refers ‘to the unique configuration of norms, values, beliefs, ways of behaving and so on, that characterize the manner in which groups and individuals combine to get things done’.
The
Introduction
The purpose of this report is to apply the theories and concepts in Organizational Behavior into the chosen topic which is conflict and culture.
An organization’s psychological and social climate forms its culture. The culture represents the values, beliefs, assumptions and symbols that define the way in which the organization conducts its business. It tells the employees how things are done, what is important and what kind of behavior is rewarded. It impacts on employee behavior, productivity and expectations. Finally, it distinguishes the organization from other organizations. Although there is no one ‘best’ culture, there is a clear linkage between organization culture and organization effectiveness. Organizations with strong positive cultures, for example, have a much better chance of success than those with weak and negative cultures. It is important therefore for management to foster a culture that promotes the achievement of the organizations objectives.
What is organizational culture?
Organizational culture is different from world cultures, those tapestries of shared histories, languages, beliefs, and foods, which are the source of our identity. Our personal culture affects how we marry, how we raise our children, how we celebrate events, and how we mourn death.
Organizational cultures are not so encompassing, lacking the broad links that help define how we understand ourselves among others. This weakness also implies that organizational cultures are dynamic. The good news is that organizational cultures can adapt and change to new influences quickly.
Culture has many definitions and followings are some of the definitions by some authors.
Culture , as Eldrige and Crombie ( 1974,cited in Burnes,1996,p.112) stated, refers ‘to the unique configuration of norms, values, beliefs, ways of behaving and so on, that characterize the manner in which groups and individuals combine to get things done’.
The
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