‘Organizational Culture Can Be One of the Most Important Means of Improving Organizational Performance.’ Debate and Discuss.
‘Organizational Culture can be one of the most important means of improving organizational performance.’ Debate and discuss.
Every Organization has a culture that constitutes the expected, supported and accepted way of work and behaviour. These influence everyone 's perception of the business from the chief executive to the lowest rank.
Organisational culture can be described as the shared values, principles, traditions and ways of doing things that influence the way organizational members act. The definition of culture implies three things: first, culture is a perception. It cannot be physically touched or seen, but employees perceive it on the basis of what they experience within the organization. Second, Organisational culture is descriptive. It’s concerned with how members perceive the culture, not whether they like it. Finally, the shared aspect of culture deals with how individuals have different backgrounds or work at different levels, they need to describe the organisational culture in similar terms.
Organisational culture can vary in a number of ways. It is these variances that differentiate one organisation from the others. Some of the bases of the differentiation are presented below:
1. Strong vs. weak culture: strong cultures have a greater impact on employee behaviour and are more directly related to reduce turnover. In a strong culture, the organisation’s core values are both intensely held and widely shared. The more members who accept the core values and the greater their commitment to those values are, the stronger the culture is. A strong culture will have a great influence on the behaviour of its members because the high degree of sharing creates an internal climate of high behavioural control. For example: Seattle-based Nordstrom has developed one of the strongest service cultures in the retailing industry. The employees know in no uncertain terms what is expected of them, and these expectations go a long way in shaping their behaviour.
Every Organization has a culture that constitutes the expected, supported and accepted way of work and behaviour. These influence everyone 's perception of the business from the chief executive to the lowest rank.
Organisational culture can be described as the shared values, principles, traditions and ways of doing things that influence the way organizational members act. The definition of culture implies three things: first, culture is a perception. It cannot be physically touched or seen, but employees perceive it on the basis of what they experience within the organization. Second, Organisational culture is descriptive. It’s concerned with how members perceive the culture, not whether they like it. Finally, the shared aspect of culture deals with how individuals have different backgrounds or work at different levels, they need to describe the organisational culture in similar terms.
Organisational culture can vary in a number of ways. It is these variances that differentiate one organisation from the others. Some of the bases of the differentiation are presented below:
1. Strong vs. weak culture: strong cultures have a greater impact on employee behaviour and are more directly related to reduce turnover. In a strong culture, the organisation’s core values are both intensely held and widely shared. The more members who accept the core values and the greater their commitment to those values are, the stronger the culture is. A strong culture will have a great influence on the behaviour of its members because the high degree of sharing creates an internal climate of high behavioural control. For example: Seattle-based Nordstrom has developed one of the strongest service cultures in the retailing industry. The employees know in no uncertain terms what is expected of them, and these expectations go a long way in shaping their behaviour.
References: • Robbins, Stephen P. & Judge, Timothy A., 2009. Organizational Behavior. 13th ed. New Delhi: PHI Learning Private Limited. Ch. 17. • Andre, Rae., 2009. Organizational Behaviour- An Introduction to Your Life in Organizations. India: Dorling Kindersley India Pvt. Ltd. Ch. 17.