Organizational Culture

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It is extensively acknowledge that organizational culture plays an increasingly essential role in a successful company. However, in the meanwhile whether organizational culture should be changed constitutes a controversial issue. Many managers assert that organizational culture must be changed while few others argue that organizational culture needs not to be changed. As far as I am concerned, I am in favor of the former view. In this essay, firstly, I will talk about what is organizational culture and what do organizational cultures do. In the second place, I will discuss why organizational culture should be changed. Thirdly, I will analyze the risks of organizational culture change. Finally, I will expatiate how to prevent risks of organizational culture change.

What is organizational culture?
A number of years back, I watched an American reality television The Apprentice, and I remember a player was asked what he thought organizational culture mean by Doanld Trump. He said: “I can’t express it, however,I get it when I see it.” Most people cannot define organizational culture accurately by concise word. However there seems to be widely recognized that organizational culture indicates a system of shared meaning held by members that distinguishes the organization from other organizations.(Becker, 1982, pp.513-27; and Schein 1985 p. 168) This shared system meaning is, on further investigation, a series of important features that the organization values. The investigation advises that there are seven main features that, gather up the threads, constitute the essence of an organizational culture. (Reilly III, Chatman, Jehn, 1991, pp. 487-516; and Chatman, Jehn, 1994, pp.522-553; Ashkanasy, Wilderom, Peterson, 2000) 1. Innovation and adventure: the extent to which employees are encouraged to be make innovations and adventure. 2. Detail oriented: the extent to which employees are anticipated to exhibit meticulous, analysis and detail oriented. 3. Attention to outcome: the extent to which management attach importance to results or outcomes rather than on the skills and processes used to achieve those outcomes. 4. Attention to people: the extent to which management decision take into regard the influence of results on people within the organization. 5. Attention to team: the extent to which job activities are organized around teams rather than individuals. 6. Aggressiveness: the extent to which people are aggressive and competitive rather than easygoing 7. Stability: the extent to which organizational activities stress keeping the status quo by comparison to growth and development. There is no denying that organizational culture is just a descriptive concept, because of organizational culture is paid attention to how employees perceive the features of their organization’s culture, not with whether or not they like it. Furthermore, it is obvious that a company cannot have only one organizational culture. As we know, there are many employees who have different background or at different levels in a company, so they must have different perspective with organizational culture. In the mean time, there are two different cultures in one company, dominant culture and subculture. Dominant culture describes the core values that are shared by a most of the employees, when we talk about an organizational culture, we are referring to its dominant culture; In general, subculture develop in a big company to reflex conjunct problems, situations or experiences that staff meet.

What do cultures do?
Culture has a variety of functions in an organization. First, it creates distinctions between one organization and others. Second, it expresses a sense of identity for employees. Third, it precipitates employees not only care one’s individual self-interest, but also care whole organizational interest. Fourth, it improves the stability of the organization. Finally, culture serves as a sense- making and control mechanism that...
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