Leaders and Organizational Culture In today’s dynamic business environment leadership must understand the value and importance of their organizations’ culture. While it may never be formally defined, leadership must have a vision of their intended culture and a plan for creating and maintaining it. This vision will serve as the potter’s clay that determines everything from the dress code to the organizational structure. This paper examines two methods organizations can choose to create and maintain a healthy culture. One of the most powerful ways to create and maintain a healthy work environment is by cultivating the next generation of leaders to lead by the example he or she sets. Every generation of leaders is influential in molding and shaping the generation of leaders who follow. Leaders should recognize that although they may greatly impact an organization, reign as a leader will eventually come to an end. Good leaders will notice leadership traits in employees who work for them and take the time that is needed to nurture those traits. The leader does not need to advertise the fact that they are trying to create future leaders, just live the life and demonstrate compassion, competence, and convictions to these potential leaders. Potential leaders will appreciate how their leaders act toward them and endeavor to mimic that behavior. Just like little children try to mimic and imitate their parents, in either good ways or bad ways, employees will also try to mimic and imitate their leaders. The Department of the Army is one of the largest employers in the United States and constantly looks for ways to develop leaders who will fight the nation’s wars. Field Manual (FM) 6-22 is entitled “Army Leadership: Competent, Confident, ... ... middle of paper ... ...ke significant headway in these areas. This serves to endear the employee to the organization and to society at large. Or they can promote community and teamwork by removing walls. Regardless of the method, the culture of an organization defines the organization to its employees and society at large. Careful planning, maintenance, and occasional changes are required to guarantee the organization’s culture contributes to success of the business. References: Balerdi, A. (2007, May 19). Work Ethics. Estates Gazette, Retrieved July 31, 2008, from Business Source Complete database. Headquarters, Department of the Army. (2006). Army Leadership: Competent, Confident, and Agile. Washington, DC: Department of the Army. Kislik, L. (2008, May). Conducting a Culture Scan. Multichannel Merchant, 4(5), 72-73. Retrieved August 1, 2008, from Business Source Complete database.
Successful organizations recognize the impacts of organizational culture and its influence on many facets of business. Strong culture serves to support a business’ structure and furthers its efficiencies by keeping the focus where it belongs. Organizational structure uses the company’s culture as a moral and visionary compass. Both organizational culture and organizational structure play significant roles in a company’s resulting ethics, job performances, and retention rates.
First when looking at organizational culture it is important to define organizational culture. Organizational culture is what the employees perceive and how this perception creates a pattern of beliefs, values, and expectations.(Gibson, Ivancevich, Donnelly, & Konopaske, 2012, p. 31) Organizational culture starts with ownership and management setting the tone for the firm; the attitude of the organization. Organizational culture is further defined by ownership or managements setting of the goals of the firm. The organization may ask employees “why do you come to work every day?” They may ask, “What is the goal of the firm, from your perspective?” Questions like this help management align their culture with the perceived culture of the employees or groups within the organization.
The culture of an organization is embodied in its vision as well as the actions and attitude of its employees. Managers can sometimes sustain the skeleton of the company culture but it takes a leader to invigorate it and keep it healthy. A manager works hard at keeping the “old” culture and a leader works even harder at ensuring the culture is innovative and breathing in each of its employees. Bo...
I found many of Ms. Beattie’s ideas and concepts to be particularly interesting, as well as, informative given the current state of change throughout organizational development. The top three ideas in which, I will be identifying and describing, are found throughout the concepts of Inclusive Organizational Culture, Diversified Collaboration, and Leadership Development Paradigm. I have chosen these three key ideas based on my personal experiences and supportive research from the modern organizational setting.
Organization and management would have a strong influential by organizational culture which is emerging from its nature and content (Janićijević, N 2012). Organizational culture is known as a crucial influential factor in evaluating organizations in various contexts and aspects. According to Robbins and Judge, organizational culture is a set of norms, values, attitudes and belief, which the members of an organization have built and adopted through mutual experience and which help them to determine how the things done and the way of members are supposed to behave (Robbins & Judge, 2011, pg 555). Understanding culture is the fundamental to the description and analysis of organizational phenomena (Tharp, 2009). Everyone in the organizations must understand the organization as well as a suitable ways of managing, functioning and changing. Every organization have their own uniqueness of the culture, different structure, operating strategy, organizational learning, leadership style, rewarding system, and motivation which emerges clearly from the way in which management and employees understand organizational operations and behave in it (Wilderom, Glunk & Maslowski, 2000). In the other words, different types of organizational culture imply different strategies, structure models, compensation system, leadership styles and etc. Organizational culture includes organizational qualities that give it a particular feel, climate or environment to the employees. As a result the distinct qualities of an organization may clear show through four dimensions that namely power, role, task and person culture (Handy, 1995)
The culture of an organization is the set of values, beliefs, behaviors, customs, and attitudes that helps its members understand what the organization stands for, how it does things, and what it considers important"(Griffin, 49). In other words, "the way things work around here" (Dr. Williams). In order for any small business or large corporation to be successful, the employees must understand what is expected of them. While things might be slightly different in a large corporation versus a small "mom and pop shop", the goal of both is the same. MAKE THE BUSINESS MONEY. The topic of my paper will be on makes a good corporate culture.
Chatman and Cha (2003) indicate that strong organisational cultures are based on two characteristics: levels of agreement among employees and the levels of intensity. A strong organisational culture exists if both two characteristics are in high levels; if both are in low levels, the organisational culture is weak. Building up a strong organisational culture is very important for a new firm. It is the major core of success. Every organisation’s culture is unique, like a DNA (Practical Management, 2008). Organisational culture should be developed base on the firm’s own believes and
One of the things that organisational culture is infamous for is its ability to be elusive whereby no distinct definition has emerged. However, there is a general agreement that it does exist and that it plays a critical role in shaping the behaviour within an organisation. As Scholl (2003) states, there is no denying that each organisation has its own unique social structure which drives individual behaviour in any organisation. Organisational culture is said to be influenced strongly by employees’ strengths, weaknesses, beliefs, values, real-life experiences, education and upbringing. Executive leaders in an organisation depict the organisations culture through their actions and different leadership styles and management approaches. Thus it can be said that all employees contribute to the organisations culture and can have a powerful effect on an organisations well-being and success. Driskill (2004) defines culture as “strong values, norms, and beliefs that guide action” and explores further when saying “…culture is a powerful determinant of the definition of situation and of rituals and procedures: Who speaks to whom? Who listens to whom, when and why? Corporate culture contributes many of the interpretive standards that affect writers’ choices of content, persuasive approach, and word choice.”
Linking with the above definition, organizational culture can also be indicates by Brown (1998) as the kind of beliefs, values, and learned ways of subsist with experience that have established during the course of an organization background, and which suppose to be explicit in its material arrangements and the members behaviours. In Schein (1992), organizational culture is extremely difficult to change, outlasting organizational products, services and other attributes of the organization. In general, there has one ar...
The intensification of research on organizational effectiveness has led to the formulation of theories about factors within an organization that can make a difference in performance. Organizational culture is one such variable that has received much attention in organizational behavior literature. This attention is mainly because researchers have postulated that cultural factors play a key role in determining levels of organizational outcomes. A common hypothesis about this role suggests that if an organization possesses "strong culture" by exhibiting a well integrated and effective set of specific values, beliefs, and behavior patterns, then it will perform at a higher level of productivity. The development of theory to guide the definition of organizational culture, therefore, is of primary importance to improve organization performance, especially because the variables which comprise culture have been postulated to be under the control of organizational leaders.
House et al. (2007) discovers that leadership and Organisational culture are closely linked together as leaders influence the culture of their organisations. Researches talk about a range of leadership definitions but it is not easy to define. (E.g. Western, 2008; Yukl, 2010). However, Cohen (2009) critically analyses definitions from Dracker (1996), Eisenhower (1969), Northouse (2004) and finally summarised the definition of leadership constitutes five elements. First of all, ask question to set direction, which means effective leaders need to listen to followers’ voice respectfully and then share the common goals and ideas with them. In addition, leaders need to seek insights and allocate resources optimally; act ethically; allow their employees to work in a conformable and most effective way. This essay will explain different leadership styles and how they influence the organisations with examples of organisations and leaders with main focus on well-known entrepreneur: Sir Alan Sugar. He grows from nothing to incredible success (£ 730 million), is a legend in the UK business history; his reality TV show “The Apprentice”, a great entertainment for recruitment appeals to the public without reasons. However, he as a person is controversial amongst people, probably due to his leadership style as bullying or harassment (destructive). There are four schools of leadership styles: Trait, behavioural, contingency and transformational. Nevertheless, in the case of Alan Sugar, trait and transactional styles match him which will be illustrated following in detail.
As General Dempsey states in his White Paper, “Leader development is an investment required to maintain the Army as a profession and is a key source of combat power. Leadership entails the repetitive exercise of discretionary judgments, all highly moral in nature, and represents the core function of the Army professional’s military art, whether leading a patrol in combat or making a major policy or budget decision in the Pentagon.”
An organization''s culture encompasses everything it does and everything it makes. That is, it not only affects the manner in which managers manage (and consequently shape employee behaviour), but it also affects the way in which the organization processes its product and provides services to its customers.
Organizational culture is associated to the field of management and organizational studies and it is directly associated to the attitudes, beliefs, norms and values which are related to an organization. The culture of the organization just describes the circumstance that how employees synchronize to coordinate with each other and how this employees treat other members that are attached with the organization. The culture of each organization is closely related with the corporate culture and also comprises the vision and mission of the organization. Moreover, these cultural values are also associated to the goals of an organization, and they are broadly recognized as beliefs and thoughts. These cultural values improve guidelines for the organization and certain norms are established which would describe how the employees of the organization must join forces to work with other employees and what are the procedures of collaborating with other participants of the organization.
Culture is the accepted norms and values and traditional behavior of a group. Simply put, it is “the way we do things around here” (Lundy & Cowling, 1996). In business, culture can be defined as an evolving set of collective beliefs, values and attitudes that drive a company. It is a key component in the success of a business. In fact, it has an impact on the strategic direction of business. It influences the behavior, the management, the decisions and all the business functions from accounting to production (Kom, 2015). It is a topic that is familiar in work place to all employees. It builds the behavior and relationship inside the enterprise. A new employee for example, might learn and fit in that organizational culture to be successful. Culture in that case, according to Michael Watkins, acts