Organizational Culture Analysis

1788 Words8 Pages
According to (Organic Workspaces, n. d) an organization’s culture refers to the observable, powerful forces in any organization, usually constituted by the employees’ shared values, beliefs, symbols, and behaviors. The organizational culture ideally influences its decisions and actions (Tharp, n. d). (Watkins, 2013) also defines organizational culture as a consistent and observable pattern of behavior in organizations. An organization’s culture channelizes individual decisions and actions at a subconscious level, and thus, can have a potent effect on an organization’s success. Organizational cultures facilitate the existence of a common ground for all stakeholders, particularly the employees and managers in addressing various issues within an organization. It reduces uncertainty thus providing a sense of direction and vision for the organization. Organization’s cultures can be observable in its people, processes and products as well as leadership’s embraced values in shaping its operations. The (Harvard Business Review, 2013) states that an essential intent of an organization’s culture is to help orientate its employees to realism in a manner that provides a basis for alignment of purpose and shared action. Individual organizations formulate their own culture partially grounded on the values its top leadership exhibits within the organization. Enron’s sense of business ethics and operations in the context of its culture According to (Gruble, 2011), business ethics refers to a set of organizational values and codes of principles, by which it evaluates its actions and business-related decisions. It can be regarded as the proclivity to differentiate right from wrong, and the rebounding urge to opt to do what’s right in terms of actio... ... middle of paper ... ...ent practices and a corporate system that is aligned to the strategic goals of the company. Employees need some form of motivation in order to challenge and report illegal and unethical dealings within an organization. This will help to identify problems before they become chronic as was the case at Enron. Well developed and implemented management controls can be an effective tool of detecting and reporting fraud within an organization, however where the top leadership leads in manipulating and circumventing this controls, then their usefulness is lost. It is the role of the top leadership of an organization to nurture a desirable corporate culture that recognizes and takes into consideration the needs of all the stakeholders in an organization. It is also important for employees to remain argus-eyed and encompass professional integrity in their actions and behavior.
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