UNDERSTANDING ORGANIZATIONAL CULTURE
Deepak K. Agrawal, College of Business, Wayne State College
1111 Main, Wayne, NE 68787, firstname.lastname@example.org
Culture has significant impact on the organization. People of an organization learn the national culture as they grow up. It is very deeply rooted in their lives because of the fact that they learned and followed such culture for a very long period of time. It is also based on shared attitudes, beliefs, customs, written and unwritten rules that the organization develops over time. It affects the ways the organization conducts its business, treats its employees, customers, and the wider community and the strength of employee commitment towards collective objectives of the organization.
WHAT IS ORGANIZATIONAL CULTURE?
The complete knowledge and awareness of organizational culture should help to improve the ability to examine the behavior of organization which assists to manage and lead (Brooks, 2006). Pettigrew (1979) used the term “organizational culture” first time in the academic literature for his study in the journal of “Administrative Science Quarterly”. It is necessary for the management to identify the norms and values of the organization of the employees. It should be needed that culture of the organization should be developed in a way to improve the style of employee’s performance and continuous develop the quality awareness. The culture in an organization compromises of various things such as, experiences, belief, attitude and values of the organizations. An organization culture is an interrelated system of shared belief and values that differs from one organization to other. Different organization has different people, environment, norms, values and beliefs which make each organizational culture different from each other. Like all the social mechanism, orgnaizational cutlure also perfroms social functions, some of them are intentional and some are unintentional and are always difficult to obesrve and measasure (Mats, 2002). Organizational culture can help to support or reinfornce structure and on the other hand it can also conflict with the structure. “The cultural dimension is central in all aspects of organizational life. Even in those organizations where cultural issues receive little explicit attention, how people in a company think, feel, value and act are guided by ideas, meanings and beliefs of a cultural nature.” (Mats, 2002) Most organizational systems attempt to control the behavior of the people within an organization by setting up rules, procedures and standards and defining the consequences of non compliance with the organizational policy. It is not common to see a high level of regularity in terms of behavior in organization where strong policies, rules and procedures are set. There always exists a transition in social systems, whether it is an organization or society (Mats, 2002). A strong set of culture in organization in an organization helps to maintain stability during the changes in leadership and helps to maintain certain characteristics, and continues to starve towards the directed mission and goals of the organizations. The strong organizational culture will always lead to the positive success, however it is also true that cultural mechanisms can direct individual behavior and may not always align with organizational goals (Kilmann, M & Serpa, 1986). Kilman states in his article, “It is easy to see strong culture in positive terms and assume that a strong culture would lead to an organization's success. While this is often true, we often find that a strong culture impedes some of the actions taken by managers. This often happens in unexpected and unpredictable ways.” (Kilmann, M & Serpa, 1986) For example, employees may set production norms and enforced these on group members. These norms or limits are often lower than production standards desired by managers. Groups often exert powerful influences on their members...
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