Organizational Culture: American Department Stores

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Recommended: Two additional determinants of culture within an organization

In day-to-day community life is inseparable from the cultural bond that is created. Cultural ties created by the community concerned, whether in family, organization, business or nation. Culture distinguishes one from the other people in how to interact and act to accomplish a job. Culture bind members of the society into a union that creates uniformity views behave or act. Over time, certain forms of organizational culture and can also be felt in a contribution to overall organizational effectiveness. Culture a phenomenon that surrounds us al. Culture also helps us understand how it is created, embedded, developed, manipulated, manage and changed. Culture can also can be defined as leadership. We understand the culture to understand the organization.
While organization culture can be defined in many ways. Here are presented some of the meaning of organizational culture according to some members, according to Wood, Wallace, Zeffane, Schermerhorn, Hunt , Osborn (2001:391), organizational culture is a reliable and value system developed by the organization where it leads the behavior of members of the organization itself . While, according to Tosi, Rizzo, Carroll as quoted by Munandar (2001:263), organizational culture is the ways of thinking, feeling and reacting based on certain patterns that exist in the organization or is in the parts of the organization . Whereas according to Robbins (1996:289), organizational culture is a common perception shared by the members of that organization.
However, according to Schein (1992:12), organizational culture is the basic pattern received by the organization to act and solve problems, develop employees who are able to adapt to the environment and unite the members of the organization. For ...

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...on. Culture, because it is largely determined and controlled by the members of the organization, not the leaders, is different. Culture may end up controlling the leader rather than being controlled by him or her. Fourth, don't assume that there is a "correct" culture, or that a strong culture is better than a weak one. It should be apparent that different cultures may fit different organizations and their environments, and that the desirability of a strong culture depends on how well it supports the organization's strategic goals and objectives. And last, don't assume that all the aspects of an organization's culture are important, or will have a major impact on the functioning of the organization. Some elements of an organization's culture may have little impact on its functioning, and the leader must distinguish which elements are important, and focus on those.

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