O R G A N I Z A T I O N A L C U L T U R E
What is organizational Culture..?
Culture is the commonly held beliefs, attitudes and values that exist in an organization. Put more simply, culture is ‘the way we do things around here’ (Furnham and Gunter, 1993). Brown (1998) states that “current interests in organizational culture stems from at least four different sources: climate research, national cultures, human resource management and from conviction approaches which emphasize the rational and structural nature of the organisation to be unable to offer a full explanation of organizational behavior”.
“Organizational culture is the distinctive norms, beliefs, principles and ways of behaving that combine to give each organisation its distinct character” (Arnold, 2005). Schein (1985) also defines organizational culture as “a pattern of basic assumptions invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration that has worked well enough to be considered valid, and therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems”.
Functions of Organizational Culture
Brown (1998) states the following functions of organizational culture:
Conflict reduction - A common culture promotes consistency of perception, problem definition, evaluation of issues and opinions, and preferences for action.
Coordination and control - Largely because culture promotes consistency of outlook it also facilitates organizational processes of coordination and control.
Reduction of uncertainty - Adopting of the cultural mind frame is an anxiety reducing device which simplifies the world of work, makes choices easier and rational action seem possible.
Motivation - An appropriate and cohesive culture can offer employees a focus of identification and loyalty, foster beliefs and values that encourage employees to perform.
Competitive advantage - Strong culture improves the organization’s chances of being successful in the marketplace.
Th Components of Organizational Culture
Figure 2: Components of organizational culture (Source : Online)
As per Armstrong and Taylor (2014), organizational culture can be described in terms of values, norms, artifacts and management or leadership style.
Values
Values are beliefs in what is best or good for the organisation and what should or ought to happen. The ‘value set’ of an organisation may only be recognized at top level, or it may be shared throughout the business, in which case the business could be described as value-driven.
Norms
Norms tell people what they are supposed to be doing, saying, believing, and even wearing. They are passed on by word of mouth or behavior and can be enforced by the reactions of people if they are violated.
Artifacts
Artifacts are the visible and tangible aspects of an organisation that people hear, see or feel and which contributes to their understanding of the organizations’ culture. Artifacts can include such things as the working environment, the tone and language used in e-mails, letters, and people address each other. Artifacts can be very revealing.
Management style
The approach managers’ use to deal with people, their management or leadership style is a significant part of the culture of an organisation. Every manager has his or her own style but this will be influenced by the organizational culture, which may produce a prevailing management style that represents a behavioral norm for managers that is generally expected and adopted.
References :
Arm
Armstrong, M. and Taylor, S. (2014) ‘Armstrong’s Handbook of Human Resource Management Practice’, 13th edn., London, Kogan page.
Arnold, J. (2005) 'Work Psychology: Understanding Human Behavior in the Workplace', 4th edn., London: Prentice Hall Financial Times.
Brown, A. (1998) 'organizational Culture', 2nd edn., London: Financial Times Pitman Publishing.
Furnham, A. and Gunter, B. (1993) 'Corporate Assessment', Routledge, London.
Schein, E. H. (1985) 'Organizational Culture and Leadership', 1st edn., San Francisco: Jossey-Bass.
According to Needle, 2004 culture also includes the organization’s vision, values, norms, systems, symbols, language, assumptions, beliefs, and habits. Good luck. Thanks for sharing.
ReplyDeleteCulture is the commonly held beliefs, attitudes and values that exist in an organization. Put more simply, culture is ‘the way we do things around here’ (Furnham and Gunter, 1993).Yes, but some cultures change with the leader.
ReplyDeleteEvery manager has his or her own style but this will be influenced by the organizational culture, which may produce a prevailing management style that represents a behavioral norm for managers that is generally expected and adopted.
ReplyDeleteGood article, Thanks for sharing.
" the collective programming of the mind which distinguishes the members of one group or category of people from another " (Hofstede, 1991). Therefore culture is base on the beliefs and values. Good one for knowledge.
ReplyDeleteBeliefs, attitudes and behaviors of an organization can be considered as its culture or culture can define as how things are done here. Organizations can produce better outputs by creating a culture with stated functions in your article. Thanks for sharing.
ReplyDelete"How things are done here" The best way to define culture. Organizational values are the most important factors to create a strong and healthy culture. Good job.
ReplyDeleteA strong organisational culture will keep the company's core values front and center in the all aspects of daily operations and organisational structure. Fundamentals of culture well defined in the article.
ReplyDeleteThanks for sharing!
Good report Upendra, you have elaborated the organization culture. When we enter to any organization, we can feel the values and the culture of it. It can be identified by the norms of the organization. thanks for sharing
ReplyDelete