ORGANIZATIONAL CULTURE-E196250-LOJANBABU NIROSHANA

Organizational cultures can be as unique as personalities, with a leader’s perceptions and values playing a significant role in what the culture is and how it develops. Truly, strong leadership is the key to developing and maintaining an authentic organizational culture that values and demonstrates care for employees, but employees should always be a part of the process that shapes it. Out of strong leadership, culture should organically grow and be communicated to employees, who reinforce the culture through their behaviors. Because so much of organizational culture is embedded in   unspoken behaviors, mindsets, and social patterns , some leaders struggle to identify the necessary components of a strong organizational culture and how to grow the culture they want.        Striking just the right balance for your organization can require a unique combination of  top-down and bottom-up  approaches, with leaders using their in-depth knowledge of the orga...

 A  CRITICAL DISCUSSION: Organisational culture shapes the behaviours of the leaders  describes corporate culture as the ‘soft part’ of an organisation that is immediately noticeable by people as they come in contact with the organisation, employee and it can be “visible and feel-able,” Organisational culture laid a playground for instituting ‘attitudinal’ and ‘behavioural’ standards for the entire organisation, which gives guidelines to the organisation’s staff (Mehta & Maheshwari, 2015). Rashid et al. (2003) emphasised that organisational culture is integral in the corporate change process and shapes employees’ attitudes towards organisational change. There is already extensive research that argues that integrated corporate culture that foster 'involvement' 'consistency' 'adaptability' and 'clarity of mission ' diminish resistance to change and enhance employee continued commitment to organisational change (Janicijevic, 2012, Lok and Crawford, 20...

    Talking about something as layered, nuanced, and intangible as organizational subculture and counterculture is difficult to put into words. So, it comes as a surprise when most modern businesses try to define their entire workforce with a catchy slogan in an attempt to separate themselves from the average organization. And though most companies like to talk about their cultures as being unique and constant, that is rarely the case. As organizational culture does not account for the differences between tasks, expertise, and professions that exist within a company. What are subcultures and how do they form? Subcultures form when a group of people within the organization have a common set of values or experiences that differ from the dominating culture, in a way that suits their group’s values and obligations. Subcultures might form based on tenure, legacy groups (like acquired companies), geographic locations, or hierarchy. For example, your marketing department is a collect...

                                                    MEASURING ORGANIZATIONAL CULTURE: A  strong culture  is one that is shared by organizational members (Arogyaswamy & Byles, 1987; Chatman & Eunyoung, 2003)).—that is, a culture in which most employees in the organization show consensus regarding the values of the company. The stronger a company’s culture, the more likely it is to affect the way employees think and behave. For example, cultural values emphasizing customer service will lead to higher-quality customer service if there is widespread agreement among employees on the importance of customer-service-related values (Schneider, et. al., 2002). It is important to realize that a strong culture may act as an asset or a liability for the organization, depending on the types of values that are shared. For example, ...

KEY DIMENSION OF ORGANIZATIONAL CULTURE                    A General Assumption is that employees should have the same basic  values as the companies for which they work. LEARNING OUTCOME: Discuss seven dimensions of culture in the organizational culture profile. Understanding a set of values that might be used to describe an organization’s culture helps us identify, measure, and manage that culture more effectively. One framework that provides insight into the different types of organizational culture is the seven-dimension  Organizational Culture Profile (OCP) . The OCP is an instrument initially developed by consultants Charles A. O’Reilly III, Jennifer Chatman, and David F. Caldwell to assess person-organization fit. In theory, employees should have the same basic cultural assumptions and values as the company for which they work. According to the OCP, every corporation can be described as one of the fo...