A Definition of Organizational Culture Essay

Organizational culture refers to a system of sh ared meaning held by members that distinguishes the geological formation from other judicatures. Seven primitive characteristics seem to capture the essence of an organizations culture1.Innovation and risk takingThe degree to which employees are encouraged to be innovative and take risks.2.Attention to itemThe degree to which employees are expected to exhibit precision, analysis and attention to detail.3.Outcome orientationThe degree to which management focuses on results or outcomes rather than on the techniques and processes used to procure them.4.People orientationThe degree to which management decisions take into consideration the effect of outcomes on people within the organization.5.Team orientationThe degree to which work activities are organized approximately teams rather than singles.6.AggressivenessThe degree to which people are aggressive and competitive rather than belatedlygoing.7.StabilityThe degree to which organi sational activities emphasize maintaining the status quo in contrast to growth.Creating and Sustaining growAn organizations current customs, traditions, and general route of doing things are largely due to what it has done before and how successful it was in doing it. This leads us to the ultimate source of an organizations culture its founders. Free of previous customs or ideologies, founders have a vision of what the organization should be, and the firms small size makes it easy to impose that vision on all members. Culture creation occurs in three ways. First, founders bring and keep only employees who think and feel the same way they do. Second, they indoctrinate and socialize these employees to their way of thinking and feeling. And finally, the founders own behavior encourages employees to identify with them and internalize their beliefs, values, and assumptions. When the organization succeeds, the founders personality becomes embedded in the culture.Keeping a Culture Alive Once a culture is in place, practices within the organization maintain it by giving employees a set of similar experiences. The selection process, action evaluation criteria, training and development activities, and promotion procedures ensure those hired fit in with the culture, reward those who support it, and penalize those who challenge it. Three forces play a particularly important part in sustaining a culture selection practices, the actions of top management, and socialization methods.1.SelectionThe explicit goal of the selection process is to identify and hire individuals with the knowledge, skills, and abilities to perform successfully. The final decision, because its significantly seed by the decision makers judgment of how well the candidates will fit into the organization, identifies people whose values are essentially consistent with at least a good portion of the organizations.2.Top ManagementThe actions of top management also have a major strike on the organization s culture. Through words and behavior, senior executives establish norms that filter through the organization nigh, for instance, whether risk taking is desirable, how much freedom managers control employees, what is appropriate dress, and what actions earn pay raises, promotions, and other rewards.3.SocializationNo matter how good a job the organization does in recruiting and selection, new employees need uphold adapting to the prevailing culture. That help is socialization. For example, all Marines must go through boot camp, where they prove their commitment and learn the Marine way. New recruits go to an internal tissue portal to learn about the company and engage in some activities that help them understand the culture of the organization. After they start work, they continue to learn about the organization through an ongoing social networking application that links new workers with more established members of the firm and helps ensure that culture is transmitted over time.w hy is culture important?Culture can affect business outcomes in a number of ways, both positive and negative. For example, cultures that are not aligned with embodied strategy can lead to decreased loyalty, a lack of motivation, and high employee turnover. Healthy cultures, however, impart pride and a sense of purpose to employees, leading to increase productivity and a greater understanding of corporate goals, as with the employee at the car manufacturing plant. Strategy, operational performance, and culture are all strongly related. High-performing companies often hitch culture as an enabler of strategy and performance, and want to create a culture that will support and enable employees in achieving those goals.Define and evince Cultural regenerationA typical organization has an extensive range of people who have cultural and personal differences. A small business interested in promote cultural miscellanea among its employees endeavors to create mutual respect for the differe nt cultures, along with enabling personnel to reach their full potential. Acknowledging diverse cultures enables the organization to positively influence the organizational behavior that, in turn, enhances the performance and image of the organization. The business should portray the cultural diversity aspect of the organization in the mission statement.The Positive diverge of Cultural Diversity in Organizational Behavior Cultural diversity involves the differences in the composition of members of an organization in terms of nationality, race, color, gender, creed, religion or age, in other words, an array of culture found among people from diverse backgrounds. Organizational behavior refers to the disposition of interactions among people and groups within an organization. The positive influence of cultural diversity facilitates members of the organization to build relationships and acknowledge each other regardless of their differences of origin and background.Transforming Organi zational BehaviorThe patterns of behavior in the organization are influenced by the nature of interactions and degree of diversity within the organization. The business,therefore, should seek to create an organizational culture that not only enhances the diversity of its workforce composition but also boosts individual performance. The positive influences of cultural diversity not only enable the organization to increase the scope of its reach the business also receives favorable exposure from every(prenominal) sector of the population due to its multicultural approach.Sustaining Positive Influence ProgramsPrograms for positive influence should always be adjusted to suit the dynamic nature of interactions among people. Establish regular forums and educational programs in which participants are trained to be sensitive to and appreciate cultural diversity, as well as in maintaining desirable organizational behavior. Regularly post motivational quotes and messages of cultural diversit y on public bulletin boards. Concentrate on creating programs that internalize cultural diversity into the organizations behavior.