INTRODUCTION
Every individual has his own personality. Organizations are also made of individuals, carrying their own life experience and personality. Organizational culture will contribute on how a company, institution or even a local community will function. It will influence the way it does business or it interacts with other entities. This paper will try to demonstrate why and how organizational culture is important, but without assuming the topic as being depleted.
GENERAL STATEMENT: Organizational culture is essential, choosing the right one is the key.
ESSAY STATEMENT
A strong organizational culture will improve the general activity, starting from employee satisfaction and engagement to marketing, innovation and even corporate social responsibility. Strong organizations are a result of a strong organizational culture.
A. General aspects about organizational culture
Before defining organizational culture, let’s first define culture alone. Most people think of culture as a way for expressing and understanding arts (music, poetry, painting, sculpture, architecture). Culture is much more than arts. Whenever people share traditions, systems of meaning, unwritten social rules (like manners); they are all a part of a culture. (Alvesson, Sveningsson, 2007). A strong culture has seven main attributes (Hofstede, 1990):
- Culture is always collective. A single individual can act based on principles, inspired from a culture.
- Culture has historical roots. A culture has always passed the test of time.
- Culture has a strong opposition for changes. People tend to get attached of their traditions and principles
- Culture is the result of a society. The society is influencing individuals, rarely the reverse way.
- Culture is XXXXXXXX and vague. It&XXXXX;s difficult XX extract XXXXXX and XXXXX patterns like in XXXXXXXXXXX or physics. As a XXXXXX, measuring it is also a difficult XXXX.
- Because XXXXXXX has passed XXX time test XXX XXX XXXXXXXXX XX a certain XXXXXXX, some XXXXXXXX XXXXX XXXXX XXX XXXX in XXXXX or content. XXXXXXX, XXXXXXX, XXX myths XXXXX sometimes replace XXXXXXXX XXXXXXXXXXXX.
- XXXXXXX is XXXX XXXXX XXXXXXXX XXX expressing XXXXXXXXX rather XXXX a XXXXXXXXXX XXXXX. XXXXXXXXXX rules cannot measure XXX organizational culture XXX it exists XXX it producing XXXXXXX.
With a brief definition and XXXXXXXXXXXXXXXX for culture, XXXXXXXXXXXXXX XXXXXXX can XX defined XXX its XXXX XXXXXXXXX. Because "XXXXXXXXXXXX" is a XXXX XXXXXX XXX easy XXXX, defining it XX not mandatory. XXXXXXXXX XXXXXXXXXX XXX XXXXX various definitions XXX organizational culture, XXXXXXX the fact XXXX this is, in fact, a very XXXXXXXX XXX yet XXXX strong and real concept. A XXXXX definition XX describing XXXXXXXXXXXXXX culture XX the way XXX XXXXX things in a specific organization, XXXXXXXX overall acceptance from all XXXXXXXXX (XXXXXX, XXXX). XX a XXXX detailed perspective, organizational culture is a XXX XX rules XXX behavior patterns, developed and encouraged XX an organization. These XXXXX were created XXX eventually XXXXXXXXXXX for easing XXXXXXXXXXXX XXXX XXX XXXXXXXX XXXXXXXXXXX. A XXX XX patterns can be XXXXXXXXXX as a XXXX XX XXX XXXXXXXXXXXXXX XXXXXXX when they XXXX the time validation XXXX. New members must XXXXXXXXXX it in order XX XX XXXXXXXXXX a XXXX of XXX XXXX (XXXXXX, XXXX). XX culture in general ways, XXXXXXXXXXXXXX culture also XXX a set XX characteristics (Bellot, XXXX):
- Every XXXXXXXXXXXX XXX XXX own XXXXXXX. XXXX XX it XX not written XXXXXXXXX, an organization is XXXXXXX around XXX own set XX rules XXX XXXXXXXX patterns. XXX XXXXXXX, XX working XXXX XXXXX is XXXX XXXXX, new employees will understand it as a part XX the XXXXXXXXXXXXXX culture. XXXX if XXX leaders or XXX managers XXX not recognizing XXXX XXXXXX. Because the XXXXXXXXXXXXXX XXXXXXX exists as a XXXXXXX XXXXXXXXX in XXXXX XXXXXXX, real XXXXXXX will XXXXXXXXXX for correcting or XXXXXXXXX XXX existing XXX. As an XXXXXXX, XX XXX imagine that XXXXXXXX XXXXXXX XXXX before XXXXXXX, XXXX if XXXXXXX is XXX solid XXXXX XX it.
- XXXXXXXXXXXXXX cultures can XXXXXXX XXXXXXXXX or XXXXXXXXXXXXXX. XXXXXXX culture is also XXXXXXXXX based XX XXXXX, XXXXXXXXXXXXXX cultures XXX sometimes XXXXXXX rules or patterns XXXXXXXXXX or XXXXXXX in a certain society. Confusion is a source for XXXX XXXXXXXXX. For example, XXXX XX a XXXXXXX states XXXX XXXXXXXXXX XXXXXXX XXXXX is XXX XXXX XXXXXXXXXXXXX XXX a part of its culture XX XXXX XXXXXXXXXXX register XXXXXXXXX than it XXXXXXX a paradox or a XXXXXXXXXXXXX.
- Organizational culture XX a XXXXXX resource and XXXXXXXXXXX – XXXX XXXXXXX, organizational culture is XXXXXX XXXX collective XXXXX XXX XXXXXXXXXXX. Even XX the company XXXXX XXX to implement a XXX XXXXXXXXXXXXXX XXXXXXX, the team XXXXX be XXX XXX approving or rejecting it. New employees XXXX learn the XXXXXXXX rules XXXX the current XXXX, not XXXX company training XXXXXXXXX.
- XXXX organization XXX its XXXXXX XXXXXXX – Very similar XX national or XXXXXX XXXXXXXX, organizational culture is unique and it is in a continual change. Even XX other XXXXXXXXXXXXX might XXX XX XXXXXXXXX it, XXXXXXXXXXXX XXX XXXX rules XX different XXXXXXXX, XXX’t return XXX same result.
Organizational XXXXXXX XXX XXXX XXXXXXXXXXXX with XXX XXXXXXX XXXXXXX, but XXX diversity XX XXXX XXXXXX. XXXXX are XXXX organizations XXXX nations, and XXXXX XXXXXX XX people XXX easily XXXX their own XXXXX XX they work for XXX XXXX goals and aspirations. Even more, organizational XXXXXXX can XX formal or XXXXXXXX. XX XXXXXX words, the XXXXXX XXXXXXX is XXX XXX things should XXXXXX in an XXXXXXXXXXXX XXX XXX informal XXX XX the way XXXXXX are really happening. The XXXXXXX the gaps between these two sides, the stronger XXX XXXXXXXXXXXX XX. XXX XXXXXX XXXXXXX will include procedure XXXXXXXXXX, XXXXX XXXXX and XXXXXXXXXXXXXX XXXXXX. The informal XXXXXXX XXXX XXXXXXX examples XX how people are XXXXXX working XXXXXXXX in a certain XXXXXXXXXXXX (XXXXXXXXX, XXXXXXXXXX, 2007). XXX example, A company procedure says XXXX XXXX an XXXXXXXX XXXX XXX know what XXXXX XXX XXXX decision be, he XXXXXX XXX XXX XXXX XXXXXX or a support department. XXXXXXX of XXX existing informal culture, XXXX XXXXXXXX might first ask his XXXXXX XXXXXXXXXX or someone from XXXXXXX department, not XXXXXXX XX XXX issue. The informal XXXXXXX should not be XXXXXX XXXXXXX but used as a XXXXXXXXXXX resource. XXXXXXXX XXXXXXX XXXX XXXX XX XXXX XXX gaps or XXX XXXXXXX resources XXX company might XXXX, saving it from a XXXXXXXX XXXXXXXXXXX. At a first XXXXXX XX XXX XXXXXXXX example, asking a XXXXXXXXX instead of a XXXXXXXXXX XXXXX XXXX XXXXXXXXXXXXX. But XXX XXXX it XXXXXX? Maybe the XXXXXXXX does XXX XXXXX XXX supervisor or support XXXX XXXXXX to XXXX safe XX XXX future decision XX another perspective, he might XXXX XXXXXXXX XXXXXXXXX XX his XXXXXXX. It doesn’t XXXXXX which XXX is the right XXXXXXXXXX. For XXXXXXXX a strong XXXXXXXXXXXXXX XXXXXXX, the XXXX important information that XXX be extracted XXXX XXXX XXXXXXXXX is XXXX the formal XXXXXXX is not XXXXXXX.
X. Organizational Culture, an XXXXXXXXX XXXXXX XX XXX success XX a business.
XXXXXXXXXXXXXX XXXXXXX XXX XXXXXX a XXXXXXXXXX tool, XXXXXXXXX managers but most XXXXXXXXXXX real XXXXXXX, a way for XXXXXXXXXXX XXXXXXXX engagement for XXXXXXXX XXXXXX XXXXX. XX XXXXX XXXXXXXXX, XXXXXXXXXXXXXX culture can resume XX the personal example XX the entrepreneur. His XXXXXXXX values XX an XXXXXXXXXX XXX XXXXXXX XXX future company values. True leaders will XXXXXXX XXXXXXXXX not subordinates. XX the first group will understand XXX XXXXXXX in XXXX XXXXXX, XXX newcomers XXXX also XXXXXXX XXX same XXXXXXX, XXX from their colleagues (XXXX, XXXX). If the leader XXXX XXXXXXX ethical XXX easy to accept XXXXXX, XXX company might XX XX a XXXX XXXX XXX growth and success. If not, XXX organization XXXXX XXXXXXX on XXX XXXXXX XXX achieve high XXXXXXX XXX not on a XXXX term. For XXXXXXX, mob organizations during XXX X.S prohibition achieved high XXXXXXX, XXXXXXXX XXXXXX XXXXXXXXXXXXXX XXXXXXXX but XXXXXXX these values were XXXXX XX XXXXX activities, XXX XXXXXXXXX, and XXX regulations obsolete their XXXXXXXX XXX dissolved the organizations. Organizational XXXXXXX XXXXXX XX XXXXX on XXXXXXXXXX values and respecting these XXXXXX XXXXXX be XXXXXXXXXX. XXXX the theories XXXXXXXXX above, XXXXXXXXXX XXXX XXXXXXXXXXXXXX XXXXXXX XX XXXXX XXXXXXXX XXXXXXX behavior XXXXXXXX. This is XXXXXXX XXX wrong XX we XXXX a look at XXXXXXXXX from XXX IT or XXXXXXXX XXXXX market. Apple, XXX XXXXXXX, is a XXXXXXX XXXXXX its XXXXXX XXXXXXXX XX innovation. XXXXXXXXX the XXXXX XXXXXX XX the XXXXXXX, an organizational XXXXXXX can dictate the XXX XXX XXXXXXX XXXX XXXXXXX XXX the XXXXXXXXX it XX XXXXX. In other XXXXX, if XXXXX XXXXX not have XXXXXXXXXX in its organizational XXXXXXX, it XXXXX not XXXXX the good XXXXXXX it is XXXXXXXXX XXXXXXXXXX XXX XXX XXXXXXXXXXXX. Because innovation is a XXXXXX yet abstract XXXX, XXXXXXXXXXXXXX XXXXXXX should XXXXXX XXXXX XX XXXXXXXXXXX it. In a XXXXXXXXX way, a leader XXX eventually the company should encourage creativity in order to XXXXXXXX (XXXXXX, XXXXXXXXXX, XXXXXX, 2001). X XXXXXXXXX XXX XX do it XX by XXXXXXXXXXX XXX XXXXXXX of XXXXXX XXX XXXXXXX. A XXXXXXX XXXX XX XXXXXXXXX for receiving XXXXXXXX from its XXXXXX, XXXX be more XXXXXXXXXX for XXX competitors XXX XXXXXXXXXX, XX the market. XXXXXXXXXXXXXX culture is XXX XXXXXX the XXXXX of leaders or XXXXXXX XXXXXXXX. Even if XXXXXX XXXXX XX culture are imposed by XXX XXXXXXXX factors, XXXXXXXX XXXXX will XX a result of a team or XXXXXXXX. X friendly work XXXXXXXXXXX will encourage a XXXX to XXXXX a set of XXXXXXXXX rules. XXXX is a result of XXX XXXXXXX XXXXXXX XXXX enjoy the company. An authoritarian leadership will XXX able to XXXXXX XXXX an XXXXXXXXXXX. XXX some XXXXXXXX or leaders, an XXXXX workplace is XXX XXX XXXXX everyone does what it has to do, XXXXXXX bargaining or questioning the rules. XXXX high discipline XXXXX improve productivity on a short-XXXX, XXX it will XXXX creativity. XXXXXXX an internal creative XXXXXXX, the company will become XXXX XXXXXXXXXXX or it XXXX XXXX XX outsource XXX process, XXXXXXXXXX higher XXXXX. XXXXXXX in the other extreme should be also XXXXXXX, as a high tolerance for a XXXXXXX environment XXXXX create an XXXXXXXX system on tolerating low performance. Even more, it could replace the XXXXXXXXXX of professional results XXXX personal XXXXXXXXXX (XXXXXX, Jones, 1998). A group can XXXXXXXXXX XX building a strong XXXXXXXXXXXXXX XXXXXXX XX XXXX XXXXXXX a strong XXXXXXXXXX XXXXX peers. When XXXXXXXXXX occurs, XXX whole XXXXX will XXXX XXX the same objectives XXX achievements. XXX XXXXXXX, a XXXXXXX has XXX XXXXX and the XXXXXXXXX department. XX XXX XXXXX XXXXXXXXXX, individual performance XX encouraged XX XXXX XXXXXX plans. One salesman does XXX XXXXXX care if XXX XXXXXXXXX will overcome the XXXXXX. As a XXXXXX, the first one XXXXX get a XXXX XXXXX but the department XX a XXXXX might XXX XXXXX the expected XXXXXXXXXXX. XX XXX same XXXXXXX, the marketing department is working on raising brand XXXXXXXXX for a product. Because XXXXXXXX is depending XX XXXX XXXX, XXXXXXXXXX XX a must. XX XXX XXXXXX research responsible will deliver XXXXX information, the targeting responsible will XXXXXXXX XXX wrong XXXXXXXXX customers. XXXX XXXX a separate XXXX yet a common XXXX. The XXXX XXXXXXX, XXXXXXXX XXXXXXXXXX.
X. Notion XX power
Every organizational XXXXXXX has its XXXXXXXXXXX XXX power XXXXXX. X XXXXXXXX characteristic XXXX influence the way it will evolve and how it XXXX XXXXXX the company as a XXXXX. XXXXX are XXX four XXXX XXXXX (Martin, 2006).
-Power Culture: XX is basing XXX entire XXXXXXXXX XX a XXXXXX XXXXXX. His personality XX the inspiring XXXXXX for the organizational culture. XXXX XXXX XX XXXXXXX has XXXXXXX XXXXX XXX XXXXXXX assets. Most of XXX employees will XXXXX XX pleasing or impressing the XXXXXX, rather than XXXXXXXX on company objectives. X XXXXXXX with XXXX type XX XXXXXXXXXXXXXX XXXXXXX will XX highly dependent on the XXXXXX. If XXX leader XXXX XXXXXXXXX, XXX company will enter a XXXXXX. For XXXXXXX, XXX XXXXXX XXXXX faced XXXX Steve XXXX died.
-XXXX Culture: X strong XXXXXXXXXX company will XXXXXXX higher XXXXXXXXXXXX. Under XXXX XXXXXX, XXXX organizations insist on XXXXXXXX strong procedures and task limitations for each XXXXXXXX. XXXX one has a well-defined XXXX in XXX organization. XXXX type of XXXXXXX XXXX XXXX a XXXXXXX function XXXX a large XXXXXXXXX, XXX it XXXX limit XXXXXXXXXX. It XXX prove very XXXXXXXXX in business fields XXXX high XXXX XXXX like XXXXXX, XXXXXXXXX and security.
- XXXXXXXXXXX XXXXXXX: Encouraging XXXXXXXXXXX XXX reaching goals XX the most important XXXXX in a XXXXXXX with a XXXXXX achievement XXXXXXX. XXXXX and XXXXXXX XXX XXX so XXXXXXXXX when it XXXXX XXX reaching XXX deadline or XXX XXXXXX. Such companies XXXXXX XXXXXXXXXX to high ethical risks. XXXXXXX, XXX XXXXXX XXXXXXXXXXX corporation is XXXX known in XXX XXXXXXXX environment XXX the bribery XXXXXXX XXXXXXX in 2006. XXXXXXX German prosecutors proved that Siemens has built an XXXXXX bribing XXXXXXX XXX accessing public contracts. XXX money XXX XXXXXX in XXX XXXXXXXX accounting has consulting spending. XX turned out that bribery had XXXXX its way in regular XXXXXXXXXX XXXXXXXXX. Some XXXXXXX XXXXXXXX saw bribes as short-XXXX in XXXXXXXXX the XXXXXXX contracts (XXXXX, Gillsepie, 2012).
- Support XXXXXXX: XXX company XXXX XXXX an XXXXXXXXXXXXXX XXXXXXX very XXXXXXX to a XXXXX community. Solidarity XXXX XX a strong asset. XXXXXXXXX XXXX XXX friendships outside XX the XXXXXX XXX XX much XX XXXX can be committed XXX reaching goals with XXX best XXXXXX XXXXXXX, the XXXX becomes XXXX important XXXX XXX XXXXXXX itself. XXXX type XX cultures XX not XXXX or achievement oriented. For XXXXXXX, XXX XXXXXXXXXXXXX XXXXXXXXXX of a XXXXXXX can XXXXX a separate XXXXXXXX XXXXXX. XXXXX it might turn XXXX a XXXXX XXXXX, XXXXXXX the company for XXXXXX work benefits, XXXXXXX XXXXXXXXXXX XXX XXXXXXX performance XXXXXXX.
The lack of a strong organizational XXXXXXX XXXX negatively XXXXXX employee performance. XXXXXXXX or XXXXXXXXXXX XXX wrong one will also trigger low performance. XXX XXXXX key XX building it is making everyone XXXXXXX in the business XXX XXX value it can XXXXX XXX XXX XXXXXXXXXXXX. Employees XXXXXX XXXX the main XXXX.
XXXXXXXXXX:
XXXXXXXXXXXXXX culture XXX hold a XXX role in reaching XXX XXXXX XXXX XXXXXXX XXXXXXXXXXX satisfaction. Building a XXXXXX organizational culture XXXX XXXX a company in XXXXXXXX XXX leadership models, XXX it cannot XXXXXXX the XXXXX of a good team. Leadership XXXXXX can be implemented XXXX effectively XXXX XXXXXXX in well designed XXXXXXXX structures. The XXXXXXXXXXXXXX XXXXXXX XX expected XX design XXXXX new structures. Companies, XXXXX XXXX XXXXX Human XXXXXXXX XXXXXXXXXXX, should encourage XXX invest XX building a strong organizational XXXXXXX, but it XXXXXX XXX XXXXX XXX the strategic XXXX and XXXXXXXXXXXX, on its XXXXXX. It XX a key XXXXXXXXX in XXX general XXXXXXXXX but not a XXXX-functioning XXXXXXXXX.
RESTATE XXXX XXXXXX:
Organizational culture is a XXXXX replica for XXX general XXXXXXX. XX XXX be formal and informal and encouraging it in a positive XXX, will improve performance. XXXXXXXXXXXXXX culture XXX XXXX XXXXXXXXX shapes and it can XXXX its XXXXXX in a certain XXXXXX or in a XXXXX as a whole. Every type XX XXXXXXXXXXXXXX culture XXX its own XXXXXXX and XXXXXXXXX. The XXX XX choosing XXX XXXXX XXX for the XXXXXXX. XXXXX is no universal XXXXX or solution XXXXX it.
Reference :
Alvesson, Mats, and XXXXXXXXXXX, Stefan. XXXXXXXX XXXXXXXXXXXXXX XXXXXXX : XXXXXXXX XXXXXX XXXX in Progress. XXXXXXXX, XX, USA: XXXXXXXXX, 2007. XXXXXXXX XXXXXX. Web. 9 September XXXX
G Hofstede, B Neuijen, DD XXXXX, G Sanders, 1990, Measuring organizational XXXXXXXX: X XXXXXXXXXXX and quantitative XXXXX across XXXXXX XXXXX, XXXXXXXXXXXXXX science XXXXXXXXX, XXX-316
Schein, E.H. ( 1 XXX) Organizational XXXXXXX and leadership: a dynamic XXXX. San XXXXXXXXX, XX: XXXXXX-XXXX.
Bellot XXX, RN, XXXX, XXXXXXXX, "Defining and XXXXXXXXX Organizational XXXXXXX" (XXXX). School XX
Nursing XXXXXXX XXXXXX &XXX; XXXXXXXXXXXXX. XXXXX XX.
XXXX://XXX.jefferson.XXX/nursfp/XX
XXXXXXXXX, Katzenbach, 2007, “Navigating XXX Informal XXXXXXXXXXXX&XXXXX;, XXXXXXXXX Business, February 14, 2007, Online issue, retrieved XX September 9, XXXX from http://www.XXXXXXXXX.XXX/XX/XXXXXXX/XXXX-XX-XX/navigating-the-informal-organizationbusinessweek-XXXXXXXX-news-XXXXX-market-and-XXXXXXXXX-XXXXXX
Madu, X. C. (2012). Organization XXXXXXX XX driver XX competitive advantage.Journal XX Academic and XXXXXXXX Ethics,5(1), 1-X.
XXXXXX XXXXXX, 2015, XX Historic Moments XX Apple INC, Shaharm XXXXXXXXXXXX, XXXXXXXXX from http://www.shaharmpublications.XXX on August 16, XXXX.
XXXX X. Cooper, XXX Cartwright, Christopher Earley, 2001, XXX XXXXXXXXXXXXX Handbook XX Organizational Culture XXX Climate, XXXX Wiley&XXX;XXXXX, XXXX 0-471-XXXXX-8
Goffee, XXX XXX Gareth Jones.The XXXXXXXXX of a XXXXXXXXXXX.XXX York: Harper XXXXXXXX, XXXX, ISBN XXXXXXXXXX
XXXXXX Dietz, XXXXXX Gillespie, 2012, XXX XXXXXXXX XX Trust: Case XXXXXXX XX XXXXXXXXXXXXXX failures and trust repair, ISBN XXX-1-908534-XX-X
Organizational Culture
- Culture is volatile and vague. It’s difficult to extract strong and valid patterns like in mathematics or physics. As a result, measuring it is also a difficult task.
- Because culture has passed the time test and got validated by a certain society, some original roots might get lost in sense or content. Symbols, rituals, and myths might sometimes replace rational explanations.
- Culture is more about thinking and expressing ourselves rather than a measurable asset. Accounting rules cannot measure the organizational culture but it exists and it producing effects.
With a brief definition and characterization for culture, organizational culture can be XXXXXXX and XXX role presented. XXXXXXX "organization" XX a XXXX common and easy XXXX, XXXXXXXX it is not mandatory. Dedicated literature has given various XXXXXXXXXXX for organizational XXXXXXX, proving the fact XXXX this is, in fact, a very abstract but XXX very strong and XXXX concept. X basic definition XX describing organizational culture as XXX way XXX XXXXX XXXXXX in a XXXXXXXX XXXXXXXXXXXX, enjoying XXXXXXX acceptance XXXX XXX employees (Jaques, XXXX). On a XXXX XXXXXXXX perspective, organizational culture XX a XXX of XXXXX and behavior XXXXXXXX, developed and encouraged XX an XXXXXXXXXXXX. These XXXXX were created XXX eventually implemented for easing XXXXXXXXXXXX XXXX XXX external environment. A set XX XXXXXXXX can be XXXXXXXXXX as a part of XXX XXXXXXXXXXXXXX culture XXXX they pass the time validation test. New XXXXXXX XXXX XXXXXXXXXX it in order XX XX considered a part of the tXXX (XXXXXX, XXXX). As XXXXXXX in XXXXXXX XXXX, XXXXXXXXXXXXXX XXXXXXX XXXX has a set XX characteristics (XXXXXX, XXXX):
- XXXXX organization has its own culture. XXXX if it is not written XXXXXXXXX, an XXXXXXXXXXXX XX XXXXXXX around its own set of rules and behavior patterns. For example, if XXXXXXX XXXX hours is XXXX often, new XXXXXXXXX will XXXXXXXXXX it as a part XX XXX XXXXXXXXXXXXXX culture. XXXX XX the leaders or the managers XXX not XXXXXXXXXXX XXXX XXXXXX. Because XXX XXXXXXXXXXXXXX culture XXXXXX as a default attribute in XXXXX company, XXXX leaders XXXX XXXXXXXXXX for XXXXXXXXXX or XXXXXXXXX the existing XXX. XX an example, we XXX imagine that XXXXXXXX existed long XXXXXX XXXXXXX, even if writing XX the solid XXXXX XX it.
- XXXXXXXXXXXXXX XXXXXXXX can include paradoxes or XXXXXXXXXXXXXX. XXXXXXX XXXXXXX XX also XXXXXXXXX based on myths, organizational cultures XXX sometimes XXXXXXX XXXXX or XXXXXXXX XXXXXXXXXX or XXXXXXX in a certain XXXXXXX. Confusion is a source for XXXX XXXXXXXXX. For XXXXXXX, XXXX XX a XXXXXXX XXXXXX that respecting working hours is XXX XXXX preoccupation XXX a part XX its XXXXXXX if XXXX departments register XXXXXXXXX XXXX it XXXXXXX a XXXXXXX or a contradiction.
- Organizational XXXXXXX XX a XXXXXX resource XXX XXXXXXXXXXX – Like XXXXXXX, XXXXXXXXXXXXXX XXXXXXX is formed from collective rules and XXXXXXXXXXX. XXXX if the company would XXX to XXXXXXXXX a new organizational XXXXXXX, the XXXX XXXXX be XXX XXX approving or XXXXXXXXX it. New XXXXXXXXX will learn the informal XXXXX from the current XXXX, XXX from XXXXXXX training materials.
- XXXX XXXXXXXXXXXX XXX XXX unique XXXXXXX – XXXX similar to national or ethnic XXXXXXXX, XXXXXXXXXXXXXX XXXXXXX is unique and it is in a XXXXXXXXX change. XXXX XX XXXXX organizations XXXXX XXX to XXXXXXXXX it, XXXXXXXXXXXX XXX same XXXXX on XXXXXXXXX subjects, XXX’t return the XXXX XXXXXX.
XXXXXXXXXXXXXX XXXXXXX has XXXX XXXXXXXXXXXX XXXX the XXXXXXX culture, but its XXXXXXXXX is XXXX larger. There are more XXXXXXXXXXXXX than nations, XXX small groups of people can XXXXXX XXXX XXXXX own rules if XXXX XXXX XXX the XXXX goals and XXXXXXXXXXX. Even more, organizational XXXXXXX can be formal or XXXXXXXX. XX simple XXXXX, XXX formal XXXXXXX XX the XXX XXXXXX should XXXXXX in an XXXXXXXXXXXX XXX the informal one XX XXX way things XXX XXXXXX XXXXXXXXX. The smaller the XXXX between these XXX XXXXX, the XXXXXXXX the organization XX. The XXXXXX culture will XXXXXXX XXXXXXXXX guidelines, XXXXX XXXXX and XXXXXXXXXXXXXX charts. The informal culture will include examples XX how XXXXXX XXX really working together in a XXXXXXX organization (XXXXXXXXX, Katzenbach, 2007). XXX XXXXXXX, X company XXXXXXXXX XXXX XXXX when an employee does XXX XXXX XXXX XXXXX XXX XXXX decision be, he XXXXXX XXX the team leader or a support XXXXXXXXXX. XXXXXXX of the existing informal culture, this employee XXXXX first ask XXX fellow colleagues or XXXXXXX XXXX XXXXXXX XXXXXXXXXX, XXX XXXXXXX XX XXX issue. The informal culture XXXXXX XXX XX XXXXXX XXXXXXX XXX used as a XXXXXXXXXXX resource. XXXXXXXX culture XXXX XXXX to fill XXX XXXX or the lacking XXXXXXXXX XXX company XXXXX XXXX, saving it from a possible XXXXXXXXXXX. XX a XXXXX XXXXXX XX XXX previous example, asking a XXXXXXXXX XXXXXXX XX a XXXXXXXXXX might XXXX XXXXXXXXXXXXX. XXX why XXXX it XXXXXX? XXXXX XXX employee XXXX XXX XXXXX XXX supervisor or XXXXXXX team XXXXXX XX XXXX safe on XXX XXXXXX decision On another XXXXXXXXXXX, he might fear negative XXXXXXXXX on XXX XXXXXXX. It XXXXX’t matter which XXX XX the XXXXX assumption. XXX XXXXXXXX a XXXXXX XXXXXXXXXXXXXX XXXXXXX, the most XXXXXXXXX information that XXX be XXXXXXXXX XXXX XXXX situation XX that the formal culture is not working.
B. Organizational Culture, an important driver XX XXX XXXXXXX of a business.
XXXXXXXXXXXXXX culture XXX XXXXXX a leadership XXXX, XXXXXXXXX XXXXXXXX but most XXXXXXXXXXX real XXXXXXX, a XXX for XXXXXXXXXXX employee XXXXXXXXXX XXX reaching XXXXXX goals. XX small XXXXXXXXX, organizational culture XXX resume XX XXX personal XXXXXXX of XXX entrepreneur. XXX XXXXXXXX XXXXXX as an individual XXX inspire XXX future XXXXXXX values. True leaders will XXXXXXX followers not XXXXXXXXXXXX. XX XXX first XXXXX will understand and believe in this values, the XXXXXXXXX XXXX also receive XXX XXXX lessons, but XXXX XXXXX XXXXXXXXXX (XXXX, XXXX). If the XXXXXX will XXXXXXX ethical XXX easy to accept XXXXXX, the XXXXXXX XXXXX be XX a XXXX road XXX growth and XXXXXXX. If not, the organization might survive XX XXX XXXXXX XXX XXXXXXX high profits but not on a XXXX term. For XXXXXXX, mob organizations XXXXXX the U.S prohibition achieved XXXX XXXXXXX, building strong organizational cultures XXX because these XXXXXX were based XX XXXXX XXXXXXXXXX, law enforcers, XXX new regulations obsolete XXXXX XXXXXXXX and dissolved the organizations. XXXXXXXXXXXXXX culture should XX based XX XXXXXXXXXX XXXXXX and respecting these XXXXXX XXXXXX be encouraged. XXXX the XXXXXXXX XXXXXXXXX above, concluding XXXX XXXXXXXXXXXXXX culture is about creating uniform XXXXXXXX XXXXXXXX. This is XXXXXXX XXX wrong if XX XXXX a look at companies XXXX the XX or consumer goods XXXXXX. Apple, for example, XX a XXXXXXX XXXXXX XXX entire XXXXXXXX XX XXXXXXXXXX. XXXXXXXXX XXX right values XX XXX founder, an organizational culture XXX dictate the way the XXXXXXX XXXX XXXXXXX XXX XXX direction it XX going. In other XXXXX, if XXXXX XXXXX XXX have innovation in its XXXXXXXXXXXXXX culture, it would XXX XXXXX the XXXX XXXXXXX it XX XXXXXXXXX delivering XXX XXX stakeholders. XXXXXXX innovation is a common yet abstract XXXX, organizational culture should XXXXXX XXXXX XX encouraging it. In a XXXXXXXXX XXX, a leader and eventually the XXXXXXX should encourage creativity in order XX XXXXXXXX (Cooper, Cartwright, Earley, XXXX). X practical way XX do it XX by XXXXXXXXXXX XXX XXXXXXX of XXXXXX XXX XXXXXXX. X XXXXXXX XXXX no tolerance XXX receiving XXXXXXXX from XXX XXXXXX, XXXX be more XXXXXXXXXX for XXX XXXXXXXXXXX and eventually, on the market. XXXXXXXXXXXXXX culture is not always XXX merit of XXXXXXX or company XXXXXXXX. Even XX formal types of XXXXXXX XXX XXXXXXX XX XXX XXXXXXXX factors, XXXXXXXX XXXXX will be a result of a team or XXXXXXXX. A XXXXXXXX XXXX XXXXXXXXXXX will encourage a team XX build a set of unwritten XXXXX. XXXX is a result of the XXXXXXX freedom they XXXXX XXX XXXXXXX. An authoritarian leadership XXXX not able to XXXXXX XXXX an XXXXXXXXXXX. For some XXXXXXXX or XXXXXXX, an ideal XXXXXXXXX is XXX XXX XXXXX XXXXXXXX XXXX what it XXX to XX, without bargaining or XXXXXXXXXXX XXX XXXXX. Such XXXX discipline XXXXX improve XXXXXXXXXXXX XX a XXXXX-term, XXX it will XXXX XXXXXXXXXX. XXXXXXX an internal creative XXXXXXX, XXX XXXXXXX will become XXXX XXXXXXXXXXX or it XXXX XXXX to XXXXXXXXX the XXXXXXX, generating higher XXXXX. Falling in the other extreme XXXXXX be also avoided, XX a high XXXXXXXXX XXX a relaxed XXXXXXXXXXX might create an informal XXXXXX on tolerating low XXXXXXXXXXX. Even XXXX, it XXXXX replace XXX importance of XXXXXXXXXXXX results XXXX personal XXXXXXXXXX (Goffee, XXXXX, XXXX). A XXXXX XXX contribute XX XXXXXXXX a XXXXXX XXXXXXXXXXXXXX XXXXXXX if they achieve a XXXXXX solidarity among XXXXX. When solidarity XXXXXX, the whole group will work for the XXXX XXXXXXXXXX and XXXXXXXXXXXX. For example, a company XXX the XXXXX XXX the marketing XXXXXXXXXX. In the sales department, XXXXXXXXXX performance is encouraged XX high XXXXXX XXXXX. XXX salesman XXXX XXX XXXXXX care XX his colleague XXXX XXXXXXXX the target. XX a XXXXXX, XXX first one might get a XXXX XXXXX but XXX XXXXXXXXXX XX a XXXXX XXXXX XXX XXXXX the XXXXXXXX performance. In XXX XXXX company, the marketing XXXXXXXXXX XX XXXXXXX XX raising brand XXXXXXXXX for a XXXXXXX. Because everyone XX depending XX XXXX XXXX, solidarity is a must. If the market XXXXXXXX XXXXXXXXXXX will deliver wrong information, XXX targeting XXXXXXXXXXX will identify the XXXXX potential customers. XXXX XXXX a XXXXXXXX task yet a common goal. XXX XXXX XXXXXXX, separate XXXXXXXXXX.
C. XXXXXX of power and XXXXXX on employee XXXXXXXXXXX
Every XXXXXXXXXXXXXX culture has its inspiration XXX power source. A dominant characteristic XXXX XXXXXXXXX XXX XXX it XXXX XXXXXX and how it XXXX impact the XXXXXXX as a XXXXX. XXXXX are the four XXXX XXXXX (Martin, XXXX).
-Power Culture: It is basing its XXXXXX existence on a single leader. His XXXXXXXXXXX XX the inspiring source XXX XXX organizational culture. This type of XXXXXXX has XXXXXXX XXXXX its highest XXXXXX. XXXX of XXX XXXXXXXXX XXXX focus XX pleasing or impressing XXX leader, XXXXXX XXXX XXXXXXXX XX XXXXXXX XXXXXXXXXX. A XXXXXXX XXXX this XXXX XX organizational XXXXXXX XXXX be highly XXXXXXXXX on the leader. If XXX leader XXXX disappear, the XXXXXXX XXXX enter a crisis. XXX example, the crisis XXXXX XXXXX XXXX XXXXX Jobs XXXX.
-XXXX Culture: A XXXXXX XXXXXXXXXX company will XXXXXXX XXXXXX performances. XXXXX this theory, XXXX organizations insist XX building XXXXXX XXXXXXXXXX XXX XXXX XXXXXXXXXXX XXX each employee. Each one XXX a well-XXXXXXX XXXX in XXX XXXXXXXXXXXX. This type XX culture will XXXX a XXXXXXX XXXXXXXX like a XXXXX mechanism, XXX it XXXX limit innovation. XX can XXXXX very XXXXXXXXX in business fields XXXX XXXX work risk like XXXXXX, transport XXX security.
- Achievement Culture: XXXXXXXXXXX XXXXXXXXXXX and reaching goals XX the XXXX XXXXXXXXX XXXXX in a company with a XXXXXX XXXXXXXXXXX XXXXXXX. Rules and XXXXXXX are not so XXXXXXXXX when it XXXXX XXX XXXXXXXX the XXXXXXXX or the target. XXXX XXXXXXXXX XXXXXX XXXXXXXXXX XX high XXXXXXX XXXXX. XXXXXXX, XXX XXXXXX XXXXXXXXXXX corporation XX XXXX XXXXX in the XXXXXXXX XXXXXXXXXXX XXX the bribery XXXXXXX XXXXXXX in 2006. XXXXXXX XXXXXX XXXXXXXXXXX XXXXXX that XXXXXXX XXX built an XXXXXX XXXXXXX XXXXXXX for XXXXXXXXX public contracts. The corruption XXXXX were hidden in XXX official accounting as consulting XXXXXXXX. XX XXXXXX out that bribery XXX found XXX way in XXXXXXX XXXXXXXXXX XXXXXXXXX. XXXX XXXXXXX managers saw bribes as XXXXX-XXXX in XXXXXXXXX the XXXXXXX XXXXXXXXX (XXXXX, XXXXXXXXX, 2012).
- XXXXXXX XXXXXXX: XXX XXXXXXX will have an XXXXXXXXXXXXXX culture XXXX XXXXXXX XX a small XXXXXXXXX. Solidarity will be a strong asset. XXXXXXXXX XXXX tie friendships XXXXXXX XX XXX office XXX XX XXXX XX XXXX XXX be committed XXX reaching goals XXXX XXX XXXX mutual XXXXXXX, the XXXX becomes XXXX important than the company XXXXXX. This XXXX XX cultures are XXX task or achievement XXXXXXXX. For XXXXXXX, XXX XXXXXXXXXXXXX department of a XXXXXXX XXX build a separate informal XXXXXX. XXXXX it XXXXX XXXX into a XXXXX union, pushing XXX XXXXXXX for higher XXXX XXXXXXXX, without considering XXX overall XXXXXXXXXXX XXXXXXX.
XXX lack of a XXXXXX organizational XXXXXXX XXXX negatively XXXXXX employee XXXXXXXXXXX. Choosing or encouraging XXX wrong one will XXXX trigger low performance. The XXXXX XXX XX building it is XXXXXX XXXXXXXX believe in the XXXXXXXX and XXX value it XXX bring XXX its stakeholders. Employees should hold XXX main role.
XXXXXXXXXXXXXX XXXXXXX XXX hold a XXX role in XXXXXXXX the XXXXX with maximum XXXXXXXXXXX XXXXXXXXXXXX. Building a XXXXXX organizational culture will XXXX a XXXXXXX in XXXXXXXX new XXXXXXXXXX models, but it XXXXXX XXXXXXX the XXXXX XX a XXXX XXXX. XXXXXXXXXX XXXXXX can XX XXXXXXXXXXX more effectively when XXXXXXX in XXXX XXXXXXXX XXXXXXXX structures. The organizational XXXXXXX is expected XX design XXXXX new structures. Companies, XXXXX whit their XXXXX XXXXXXXX XXXXXXXXXXX, should encourage XXX XXXXXX XX building a strong organizational XXXXXXX, but it XXXXXX XXX XXXXX XXX XXX XXXXXXXXX XXXX and XXXXXXXXXXXX, on its behalf. It is a key component in the XXXXXXX mechanism XXX not a XXXX-functioning XXXXXXXXX.
RESTATE MAIN XXXXXX:
Organizational culture is a XXXXX replica for the XXXXXXX XXXXXXX. XX can XX XXXXXX XXX informal and encouraging it in a positive XXX, XXXX XXXXXXX performance. Organizational culture XXX XXXX XXXXXXXXX shapes and it can have its XXXXXX in a certain XXXXXX or in a group as a whole. XXXXX XXXX XX organizational XXXXXXX has XXX own XXXXXXX XXX XXXXXXXXX. The XXX is XXXXXXXX XXX right XXX for XXX XXXXXXX. There XX no universal truth or solution about it.
XXXXXXXXX :
Alvesson, XXXX, XXX XXXXXXXXXXX, XXXXXX. Changing Organizational Culture : Cultural Change XXXX in XXXXXXXX. XXXXXXXX, XX, USA: XXXXXXXXX, XXXX. XXXXXXXX XXXXXX. Web. 9 XXXXXXXXX 2015
G Hofstede, X XXXXXXX, XX XXXXX, X Sanders, XXXX, XXXXXXXXX XXXXXXXXXXXXXX cultures: X XXXXXXXXXXX and XXXXXXXXXXXX study across XXXXXX XXXXX, Administrative XXXXXXX XXXXXXXXX, 286-XXX
Schein, X.H. ( 1 XXX) Organizational XXXXXXX XXX leadership: a dynamic view. XXX Francisco, XX: XXXXXX-Bass.
XXXXXX XXX, RN, MHSA, Jennifer, "XXXXXXXX and Assessing XXXXXXXXXXXXXX XXXXXXX" (2011). School of
Nursing Faculty XXXXXX &XXX; Presentations. XXXXX XX.
http://jdc.XXXXXXXXX.XXX/nursfp/XX
Goldsmith, XXXXXXXXXX, XXXX, “Navigating the Informal Organization”, Bloomberg XXXXXXXX, February XX, XXXX, Online issue, XXXXXXXXX on XXXXXXXXX X, 2015 XXXX XXXX://XXX.bloomberg.XXX/bw/XXXXXXX/XXXX-02-XX/XXXXXXXXXX-the-informal-organizationbusinessweek-XXXXXXXX-XXXX-XXXXX-XXXXXX-XXX-financial-XXXXXX
Madu, X. C. (2012). XXXXXXXXXXXX XXXXXXX as driver XX XXXXXXXXXXX XXXXXXXXX.Journal of Academic XXX Business XXXXXX, 5(X), 1-X.
Oliver XXXXXX, 2015, 10 XXXXXXXX XXXXXXX XX Apple XXX, Shaharm XXXXXXXXXXXX, XXXXXXXXX from XXXX://XXX.shaharmpublications.XXX on XXXXXX XX, XXXX.
XXXX L. XXXXXX, XXX Cartwright, Christopher XXXXXX, XXXX, XXX XXXXXXXXXXXXX XXXXXXXX XX XXXXXXXXXXXXXX XXXXXXX and XXXXXXX, John Wiley&XXX;XXXXX, ISBN 0-XXX-49126-X
XXXXXX, Rob and Gareth Jones. XXX Character XX a XXXXXXXXXXX. New XXXX: Harper XXXXXXXX, XXXX, XXXX XXXXXXXXXX
Graham XXXXX, XXXXXX XXXXXXXXX, XXXX, The XXXXXXXX XX Trust: XXXX XXXXXXX XX XXXXXXXXXXXXXX failures and trust repair, XXXX 978-X-XXXXXX-XX-X