Organizational culture


Organizational culture is defined as the underlying beliefs, assumptions, values and ways of interacting that contribute to the unique social and psychological environment of an organization.
















Organizational culture includes an organization’s expectations, experiences, philosophy, as well as the values that guide member behavior, and is expressed in member self-image, inner workings, interactions with the outside world, and future expectations. Culture is based on shared attitudes, beliefs, customs, and written and unwritten rules that have been developed over time and are considered valid.

Culture also includes the organization’s vision, values, norms, systems, symbols, language, assumptions, beliefs, and habits (Needle, 2004).

Organizational culture is a set of shared assumptions that guide what happens in organizations by defining appropriate behavior for various situations (Ravasi & Schultz, 2006).

 Organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders. Also, organizational culture may influence how much employees identify with their organization (Schrodt, 2002).

Organizational culture determines values and beliefs which are an integral part of what one chooses to see and absorb (Davenport & Prusak 2000).

Organizational culture is the set of shared values, beliefs, and norms that influence the way

Employees think, feel, and behave in the workplace (Schein, 2011).

Organizational culture has Four functions: gives members a sense of identity, increases their commitment, reinforces Organizational values, and serves as a control mechanism for shaping behavior (Nelson & Quick, 2011).

Organizational culture facilitates the acceptable solution to know the problems, which members

learn, feel and set the principles, expectations, behavior, patterns, and norms that promote high

level of achievements (Marcoulides & Heck, 1993; Schein, 1992).






 


Organizational Culture Types




There are four  organizational culture types emerged:

 Clan culture,:

This working environment is a friendly one. People have a lot in common, and it’s similar to a large family. The leaders or the executives are seen as mentors or maybe even as father figures. The organization is held together by loyalty and tradition. There is great involvement. The organization emphasizes long-term Human Resource development and bonds colleagues by morals. Success is defined within the framework of addressing the needs of the clients and caring for the people. The organization promotes teamwork, participation, and consensus.

 Adhocracy culture,:

This is a dynamic and creative working environment. Employees take risks. Leaders are seen as innovators and risk takers. Experiments and innovation are the bonding materials within the organization. Prominence is emphasized. The long-term goal is to grow and create new resources. The availability of new products or services is seen as success. The organization promotes individual initiative and freedom.

Market culture:

This is a results-based organization that emphasizes finishing work and getting things done. People are competitive and focused on goals. Leaders are hard drivers, producers, and rivals at the same time. They are tough and have high expectations. The emphasis on winning keeps the organization together. Reputation and success are the most important. Long-term focus is on rival activities and reaching goals. Market penetration and stock are the definitions of success. Competitive prices and market leadership are important. The organizational style is based on competition.

 Hierarchy culture.

This is a formalized and structured work environment. Procedures decide what people do. Leaders are proud of their efficiency-based coordination and organization. Keeping the organization functioning smoothly is most crucial. Formal rules and policy keep the organization together. The long-term goals are stability and results, paired with efficient and smooth execution of tasks. Trustful delivery, smooth planning, and low costs define success. The personnel management has to guarantee work and predictability.

10 Principles of Organizational Culture.




1. Work with and within your current cultural situations.

2.  Change behaviors, and mind-sets will follow.

3. Focus on a critical few behaviors.

4.  Deploy your authentic informal leaders. 

5. Don’t let your formal leaders off the hook. 

6.  Link behaviors to business objectives. 

7. Demonstrate impact quickly. 

8. Use cross-organizational methods to go viral. 

9. Align programmatic efforts with behaviors.

10. Actively manage your cultural situation over time. 



References:








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