Organizational Culture Defined
Deal
and Kennedy (2000: 4) have been described about organizational culture as ‘the
way we do things around here’. Organizational culture is the pattern of values,
norms, beliefs, attitudes and assumptions, it has not been
formulated, but the model of how people behave in organizations and what needs
to be done.
Main
components of organizational culture are Value, Norms, Artefacte and Management
or Leadership style.
Values
Value
is the belief in what is best for the organization, what is good and what can
happen. An organization's 'fixed value' can only be recognized at the highest
level or shared through outsourcing, which can be characterized by cost change.
Areas in which values may be expressed are Care and consideration for people,
Competence, Competitiveness, Customer Service, Innovation, Performance, quality
and Teamwork.
Norms
Norms
are unwritten rules, “rules of play” and informal instructions on the action. Norms
tell people what to do, believe, and even close. They are never expressed in
writing because if they were, they would be policies or procedures. Typical
norms are how managers treat the members of their teams, the prevailing ethic,
Status, ambition, performance, Power, Politics, Loyalty, Anger, Approachability
and formality.
Artefacts
Artefacts
are the visible and tangible aspects of an organization that people hear, see
or feel and which contribute to their understanding of the organization’s
culture. The working environment, the tone, and language used in e-mails,
letters or memoranda, the manner in which people address each other at the meeting
or over the phone, the welcome given to visitors and the way in which
receptionists deal with outside calls that can be included in Artefacts.
Management Style
Managers
use approach to deal with people- style of management – is a noteworthy part of
the culture of an organization. The following extremes described the management style.
Charismatic
or non-charismatic
Autocratic
or democratic
Controller
or enabler
Transactional
or transformational
Reference/Bibliography
Armstrong, M. (2012)
Armstrong’s Handbook of Human Resource Management Practice, 12th edition
Deal,T
and Kennedy,A (2000) Corporate Cultures,
New York, Perseus Books
https://www.slideshare.net/SelvaNath/differences-in-culture-for-ib
An organization’s culture is reflected in how it gets work done and how employees interact with each other. It takes a long time for a culture to evolve, and a long time to change it. When culture supports business strategy, the firm can become high performing.
ReplyDeleteCultures are made up of formal and informal practices , artifacts, espoused values and norms, and assumptions. Organizational culture is the key to organizational excellence and the function of leadership is the creation and management of culture.
It is better to have depth understanding in organizational culture and great explanation
ReplyDeleteGood elaboration on culture and adding more to this having a better and supportive organizational culture will lead towards success and it also will create an environment with less chaos.
ReplyDeleteBasics of organizational culture briefly discussed in this blog.
ReplyDeleteGreat explanation for organization culture. When we understand the organization culture it will help to get better decsion in the organization.
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