Every organization has its own culture that plays an important role in shaping the behavior of the organization and its employees. One definition of organizational culture states it is “the values and behaviors that contribute to the unique social and psychological environment of an organization” including “the organization’s expectations, experiences, philosophy, and values that hold it together” (Organizational Culture, 2015). Basically, organizational culture is the combination of a company’s “attitudes, beliefs, customs, and written and unwritten rules that have been developed over time and are considered valid” (Organizational Culture, 2015).
There are a variety of ideas regarding the components an organization needs develop a strong
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These four types of structure are explained in detail in a white paper issued by Canfield Haworth (2009):
• The first culture type, control, is very formal. Organizations with this culture value standardization, control, and a well-defined structure for authority and decision making. Organizations with a control culture also have multiple layers of management that value standards and procedures and rely strongly on rules and bureaucracy. Since coordination and compliance are paramount in this culture, these organizations require leaders that can organize, coordinate, and monitor people and processes in order to be effective.
• The second culture type, compete, is still very formal because these organizations value stability and control but they differ in that they focus more on external relationships that help them achieve success. In these organizations, results speak louder than anything else and leaders must be able to effectively manage internal competitiveness and drive productivity to be
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These organizations seek to find new opportunities to develop products, services, and relationships and must be flexible, adaptable, and comfortable with a certain degree of chaos in order to be successful (e.g. high tech companies).
The culture of Hospital Corporation of America (HCA) has some aspects of all four of these culture types but I feel it is most similar to the collaborate culture. HCA has a very strategic hierarchy with many layers of management and is dependent on rules and procedures because of the nature of their business, communication and autonomy throughout the organization are very collaborative. While there is a need to be flexible and adaptable, there is a strong sense of common goals that are tied to the mission of the organization to provide the highest level of healthcare available in the communities served.
• Control at HCA – HCA maintains an overarching executive structure at the corporate level with sub units in individual hospital divisions. Each division has a CEO with their own executive leadership hierarchy that reports to the CEO of HCA. Using input from his direct reports, the CEO develops the overall direction and vision of the organization and then uses the corporate structure to strategically carry that
Vast HIEs are controlled by the administrations of their individual states or might be the State's designed entity (SDE). Some far-reaching (and territorial) HIEs utilize an umbrella approach and fill in as the aggregator for different private HIEs.
Just as there are cultures in larger human society, there seem to be cultures within organizations. These cultures are similar to societal cultures. They are shared, communicated through symbols, and passed down from generation to generation of employees. Many definitions of organizational culture have been proposed. Most of them agree that there are several levels of culture and that these levels differ in terms of their visibility and their ability to be changed.
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.
According to the anthropologist Edward T.Hall (1977), there are two types of national culture: “low context” culture and “high context” culture. Each of them has a specific communication that will have an impact on the way people interact within an organization.
Organizational culture is the system of shared beliefs and values that develops within an organization and guides the behavior of its members, while organizational structure is an expression of social and economic principles of hierarchy and specialization (Kinicki, 2015). Both the culture and the structure of an organization are important things for management to understand in order to successfully set and achieve an organization’s goals. Companies who excel in highly competitive fields can attribute their successful economic performance to a cohesive corporate culture that increases competitiveness and profitability. This culture is best utilized in an organization that has the necessary structure to allow its employees to coordinate their actions to achieve its goals.
* Grace Ferguson, 2010. www.suite101.com “Factors determining organizational structure; Identifying the key components of an organization design”.
Organizational culture can be defined as a system of shared beliefs and values that develops within an organization and guides the behavior of its members. It includes routine behaviors, norms, dominant values, and a feeling or climate conveyed. The purpose and function of this culture is to help foster internal integration, bring staff members from all levels of the organization much closer together, and enhance their performance.
The concept of organizational cultures was first raised in 1970s, and soon became a fashionable topic. Organizational culture is the shared beliefs, values and behaviours of the group. Theorists of organizations believe that organizational culture represents the pattern of behaviours, values, and beliefs of an organization. Hence, studies around organizational culture have been seen as great helpful and essential for understanding organizations and their behaviours. Additionally, organizational culture has been considered to be an important determinant of organizational success. Therefore, leaders and managers pay more than more attentions on this topic, focusing on constructing and managing organizational cultures.
Organizational culture can be defined as the glue that holds an organization together through a sharing of patterns of meaning. The culture focuses on the values, beliefs, and expectations that members come to share (Siehl& Martin, 1984). Organizational culture helps to contribute towards achieving the organizational goals, decision making processes, job satisfaction, employee motivation etc. It helps in uniting the employees of an organization.
...l man who enables others to think and do in his way (role model) and his employees work him for unconditional loyalty (e.g. his PA), also, adopt a fair system of rewards and punishments; however, as a leader sometimes he just needs some transformational styles which respect and communicate with followers equally rather than forced them to shut up rudely. As for organizational culture, the article obtains further understanding that some factors attribute to detect cultures existed in an organisation, communication system, for example. As a result, it can be identified that his culture not only can be classified as power but task. Moreover, due to the changeable outside environment, compounded and flexible cultures seems to be a better way for an organisation’s sustainable development. Therefore, leadership is tightly related to organizational culture.
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).
Simply speaking, a company’s structure and design can be viewed as its body, and its culture as its soul. Because industries and situations vary significantly, it would be difficult and risky to propose there is a “one size fits all” culture template that meets the needs of all organizations” (Nov 30, 2012). Those organizations who have shared beliefs and values and have organized methods on chain of command going to have positive outcomes. This will help shaping their employees views and performances. The growth and profit of the business relays on their employees and their performances. Culture is the core which will help and encourage all different level workers. If the core itself is weak, it will weaken the atmosphere of the business. Many companies announce that they have great culture but fail to implement to the lower level of workers. The basic issue is when organization has one set of culture and thinks one culture will meet the needs of all the workers. Each business is different and each individual is unique and have different beliefs and behaviors. The culture that is right for one individual might not work the same for the others. The ideal approach in this case would be, looking at the bigger picture of diverse working environment and give importance and respect to what are the ranges of business firms to achieve the perfect culture for organization. Sometimes one size fits all will not going to fit anybody, so the organization have to keep their ideas open and value everyone’s presence respecting all of their culture for the betterment and
Richard L.D considers that organisation was a clear goal, a well-designed structure and coordinating the activities of the system, social entities associated with the external environment. Along with the development of the economy, organisational culture's influence on employee behavior is the most used more and more big, in general, organisational culture is refers to the organisation in long-term survival and development for the organisation which is formed by the holdings of members and is said to follow the value of the system. Organisational structure refers to all members of the organisation to achieve organisational goals and the division of writing, the scope of duties, responsibilities, rights, etc formed by the structure of the system. Developing the ideas of Harrison , Handy describes four main type of organisational cultures: the power culture; Role culture and task culture, and the person culture.
Organisational culture is one of the most valuable assets of an organization. Many studies states that the culture is one of the key elements that benefits the performance and affects the success of the company (Kerr & Slocum 2005). This can be measured by income of the company, and market share. Also, an appropriate culture within the society can bring advantages to the company which helps to perform with the de...
Organizations are established in specific ways to obtain different objectives, and the structure of an organization can help or restrain its advance toward accomplishing these goals. Organizations of different sized and types can achieve higher sales and other profit adequately by identifying their requirements with the structure they use to operate.