Theory Of Organizational Culture
explanatory Essay
739 words
The concept of organizational culture is one of the most debated topics for researchers and theorists. There is no one accepted definition of culture. People even said that it is hard to define culture and even more change it. It is considered a complex part of an organization although many have believed that culture influences employee behavior and organizational effectiveness (Kilmann, Saxton, & Serpa 1985; Marcoulides & Heck, 1993; Schein, 1985a, 1990). Ever since its conception as a concept, there have been varying definitions or theorists about it. There are differentiating perspectives as some define it as a single idea while others relate it to a set of values, meanings, norms and the like. The idea of Organizational culture was first …show more content…
In this essay, the author
- Explains that the concept of organizational culture is one of the most debated topics for researchers and theorists. there is no one accepted definition of culture.
- Explains that there have been varying definitions or theorists about the concept. some define it as a single idea while others relate it to values, meanings, norms.
- Describes pettigrew's definition of organizational culture as a system of publicly and collectively accepted meanings operating for the given group, which led to it being one of the most studied topics.
- Explains how schein (2004) divided culture into six parts: it is a pattern of basic assumptions, it must be invented, discovered, or developed; it copes to the current situation through external adaptation and internal integration.
- Explains schein's organizational culture model, which is divided into three layers: artifacts and symbols, espoused values, and assumptions.
- Explains that schein (2006) identified two levels from an outside perspective: visible elements and invisible elements, which develop over time through the history and the relationship of people in the organization.
- States that although there are different definitions of culture in organizations, all researchers agree that there is an individual fit for each organization. however, this does not mean that organizational culture is abstract and cannot be defined or determined as a whole.
- Defines corporate culture as the basic assumptions about how the world is and ought to be that a group of people share and that determines their perceptions thoughts, feeling, and overt behavior.
This was divided into three parts in a circle wherein the outer layer is said to be easier to change while as it goes deeper, it becomes harder to control. These three layers are artifacts and symbol, espoused values, and assumptions. Artifacts and symbols are the visible elements in the organization such as the architecture and processes. These are also seen by external stakeholders of the organization. Espoused values are the standards and values of the organization. These are the internal goals that are shared by the people who work in the organization. Lastly are the basic assumptions which are rooted in the organization. This means that it is experienced and shared by everyone working under the organization that are hard to recognize and unconscious. (Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.) Schein (2006) also identified two levels from an outside perspective. First would be the visible elements which are the symbols, logo, business, work clothes, work environment, etc. which are apparent when one visits the organization. These are elements that could have been planned by the leaders of the organization on how they want it to be viewed by outside spectators The second element would be the invisible elements which include the language, stories, management style, values, attitudes, and standards of conducts. These develop over time through the history and the relationship of people in the
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In this essay, the author
- Explains that culture in the workplace can be the driving force for a company and can make or break it when it comes down to it.
- Explains that belief in a company is important to match with the employees because they both need to work toward the same goal.
- Explains that values are what is within the heart and mind of a person and reflect on the company as well.
- Explains that expectations are necessary to the lifeblood of a company, and that they can become blurred if the company culture is more laid-back.
- Explains that culture is an important aspect of the business world. beliefs are important to match with the company that is being worked for. values, beliefs, and expectations are what makes organizational culture come alive.
- Cites trainingpoint's article, "it’s all about culture - what is corporate culture?" and denison, daniel. organizational culture: why culture matters to your organization.
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- Explains that the ceo pointed employees to a refreshed website and new blog as the main resources for the details of the plan.
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- Explains that organizational culture is the intangible quality keeping the workforce, leadership, customers and stakeholders bounded together. it's the system with which an organization functions and produces.
- Explains how lincoln electric company began as a small and unassuming business in 1895, when john c. lincoln began manufacturing his patented motor. from these humble beginnings, the company grew into an organization with employees who do not leave.
- Explains that james lincoln, younger brother to john, took over the company in 1914 as general manager and vice president, and began to build the organizational culture.
- Explains how a people-oriented culture was blooming, as evidenced by the activities borne of the advisory board and implemented by mr. lincoln.
- Explains how a piecework pay system introduced the outcome-oriented culture of lincoln electric. employees were paid every two weeks and earnings were adjusted according to the consumer price index.
- Explains that lincoln electric company continues its operations in the same outcome-oriented culture. all employees, from the top down, are equally accountable for the success of the business.
- Explains that employees are included in organizational decision-making. input is encouraged from everyone based on the idea that workers doing the work are directly responsible for the company's success.
- Explains that lincoln electric is an organization with more than one culture. it remains people-oriented but is very much an outcome oriented company as well.
- Explains that lincoln electric has a third culture, one of innovation. innovation is included on the merit rating cards used for employee evaluations — ideas and cooperation.
- Analyzes how lincoln electric's flat hierarchy is seen in the lack of fringe benefits for leadership. the on-site cafeteria serves meals costing about 60% of usual costs, and management pays to eat at the same rates as employees.
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- Explains that culture defines a jointly shared description of an organization within its structure. it integrates the members within the organization.
- Explains organizational structure, which identifies each job, its function, and where it reports to within the organization, is developed to establish how an organization operates and assists in obtaining its goals.
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- Defines organisational culture as a total function of common beliefs, values, patterns of behaviour that held and shared by the member in an organisation.
- Explains that organisational culture is one of the most valuable assets of an organization.
- Explains that strong culture influences more to its members than weak culture. turnover rate and size of an organisation can determine whether the company's culture is strong or weak.
- Explains that a company with strong organisational culture can maximize profit and achieve its goals easily because employees tend to share the same set of values as well as trust each other.
- Explains that strong organisational culture creates positive impacts on each member's performance, such as achieving goals in an enjoyable environment, working with better materials, and improving morale.
- Argues that adapting external environment variation can be from the adaptive culture, which helps to understand improvement of organisation's performance.
- Explains the importance of a leader's role in developing strong culture. they state that the relationship between employees and immediate managers is the most important variable in the attraction and retention of talented employees.
- Explains that organisational culture is different'sets' of important values, which indicate effectiveness of organizational culture measurement as well as organisation's performance.
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In this essay, the author
- Explains the role and responsibility of the leadership of an organization is to create and sustain an organizational culture that bolsters a sense of direction and vision regarding the code of ethics and business ethics.
- Explains that the leadership of an organization drives its organizational culture, which in turn drives employee behavior in achieving organizational goals and objectives.
- Opines that madsen, s., vance, c. (2009) unlearned lessons from the past: an insider’s view of enron's
- Defines organizational culture as a consistent and observable pattern of behavior in organizations. organizational cultures facilitate the existence of common ground for all stakeholders, especially the employees and managers.
- Explains that business ethics refers to a set of organizational values and codes of principles, by which it evaluates its actions and business-related decisions.
- Argues that jeff skilling's leadership style exemplified the organizational culture at enron, but most aspects negatively impacted the company.
- Argues that a good human resource system can improve an organization's ethical environment by creating an assurance that employee efforts to report incidences of illegal or unethical practices are recognized and rewarded.
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In this essay, the author
- Explains organizational structure is a formal arrangement of work parts and powers relations that decide how partners and chiefs cooperate with one another. organizational culture alludes to the qualities shared by organization supervisors and partners.
- Analyzes how british gas and tree house have different organizational structures and cultures, based on their work and demand. mcdonalds, kfc, subway, etc. portray the culture and ethics involved in these organizations.
- Compares the organizational structures of "tall hierarchy" and "flat hierarchy", and the culture that is promoted in firms practicing these structures.
- Explains the differences between the two structures, stating that the command system is centered on the ceo whereas the flat hierarchy is open to employees.
- Explains organizational structure and organizational culture have a typical collaboration with one another. hierarchical structure practices inside of an organization's culture, yet it is interrelated.
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- Explains that there are two popular organizational models known as mechanistic (bureaucratic) and organic (less rules, decentralized decision authority, and collaboration) organizational structures.
- Describes their misfortune to be employed under a traditional mechanistic department when the corporation around it is currently transforming into an organic or hybrid type organization.
- Opines that the company is a good company with ethics and standards that they can stand behind.
- Opines that an organic office would support the corporate organizational culture encouraging diversity and coworkers to express opinions and ideas as if it were their own company.
- Explains robbins, s. p., de cenzo, d. a. & coulter, m. fundamentals of management.
- Explains the importance of understanding organizational design, structure, and culture as a team within the organization.
- Opines that the mechanistic structure in place at their employment does not work well and is failing.
1105 wordsRead More