Influence Of Culture On Organizational Culture

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Organization Culture, and Influence Performance. Organization culture is a system of shared values, and beliefs in an enterprise that influence, and guide the behavior of the employees, and ultimately, their performance. However, it is not only limited to the internal shareholders of the company, but every one of the stakeholders. This means that it influences how a business operates internally as well as how it responds to external considerations. The culture of any given organization can be complex, and far-reaching. However, an analysis of its behavior, and the influence on employees, there are certain areas that can be used to narrow down the examination. This involves breaking down the culture into categories such as individualistic approaches,…show more content…
In an organization that fosters individualism in its culture, employees are encouraged to concentrate on their respective tasks with minimal horizontal, or vertical interaction. Smith, Moore, and Powell assert that this approach to life results in independent, and self-reliant individuals (Smith, Moore, and Powell 78). This translates into people who are efficiently at their tasks, and able to produce phenomenal results while working alone. However, this approach has a big downside, teamwork is inhibited among these individuals. Staff who are used to working alone find it difficult to share space with others, and when teamwork is required, performance can deteriorate. Collectivism, on the other hand, gives the group, and teamwork concept priority as noted by Triandis in his book (Triandis 122). Therefore, an organizational culture that fosters a collectivist approach would excel in teamwork activities. In the modern world where interconnectivity, and team-ups are rampant due to advances in technology, a collectivism approach would increase performance, and…show more content…
Therefore, bureaucracies, and flat organizational structures are shaped by the culture, and in turn, also help shape the same culture. From this perspective, it is evident that culture determines how power flows, or is perceived to flow in an organization. This link of organization culture to power, and leadership is emphasized by Schein in his book (Schein 37). Hence, the concept of power distance comes into play. How the staff, and management have been groomed would determine the manner in which each of them perceives the concept of power, and whether it is equally distributed, or not. Organizations in which the less powerful employees perceive power as evenly distributed, and less skewed have a better chance of performing better than those where employees are afraid of management, and believe that power is poorly
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