Organizational Culture and Its Importance Essay Example

groups as tribes, communities, and ultimately, nations.

The second camp represents the view that culture is an explicit social product arising from social interaction either as an intentional or unintentional consequence of behaviour. In other words, culture is comprised of distinct observable forms (e. g. , language, use of symbols, ceremonies, customs, methods of problem solving, use of tools or technology, and design of work settings) that groups of people create through social interaction and use to confront the broader social environment.This second view of culture is most relevant to the analysis and evaluation of organizational culture and to cultural change strategies that leaders can employ to improve organizational performance. BEHAVIOUR AND ARTIFACTS We can also characterize culture as consisting of three levels.

The most visible level is behaviour and artifacts. This is the observable level of culture, and consists of behaviour patterns and outward manifestations of culture: perquisites provided to executives, dress codes, level of technology utilized (and where it is utilized), and the physical layout of work spaces.All may be visible indicators of culture, but difficult to interpret. Artifacts and behaviour also may tell us what a group is doing, but not why. One cartoon which captures this aspect shows two executives sitting at their desks in an office.

Both have large billed black and white checked hats. One is saying to the other, "I don't know how it started, either. All I know is that it's part of our corporate culture. " VALUES At the next level of culture are values. Values underlie and to a large extent determine behaviour, but they are not directly observable, as behaviours are.

There may be a

difference between stated and operating values. People will attribute their behaviour to stated values. ASSUMPTIONS AND BELIEFS To really understand culture, we have to get to the deepest level, the level of assumptions and beliefs. Experts contend that underlying assumptions grow out of values, until they become taken for granted and drop out of awareness.

As the definition above states, and as the cartoon illustrates, people may be unaware of or unable to articulate the beliefs and assumptions forming their deepest level of culture.To understand culture, we must understand all three levels. One additional aspect complicates the study of culture: the group or cultural unit which "owns" the culture. An organization may have many different cultures or subcultures, or even no discernible dominant culture at the organizational level.

Recognizing the cultural unit is essential to identifying and understanding the culture. Organizational cultures are created, maintained, or transformed by people. An organization's culture is, in part, also created and maintained by the organization's leadership.Leaders at the executive level are the principle source for the generation and re-infusion of an organization's ideology, articulation of core values and specification of norms. Organizational values express preferences for certain behaviours or certain outcomes.

Organizational norms express behaviours accepted by others. They are culturally acceptable ways of pursuing goals. Leaders also establish the parameters for formal lines of communication and message content-the formal interaction rules for the organization. Values and norms, once transmitted through the organization, establish the permanence of the organization's culture.

ORGANIZATIONAL CULTURE IS ALSO A SYNTHESIS OF SUBCULTURES Sociologists discuss how distinct societies are composites of interacting subcultures rather than a single overarching culture. Organizations consist of subgroups that

have specific characteristics and a sense of identification. Within organizations, people can easily classify themselves and others into various social categories or groups based on identification with their primary work group, occupational or professional skills, union membership, or age cohort.Subgroups in organizations can and do create subcultures that comprise specific networks of meaning; yet, at the same time, they remain associated with the ideologies and values of the organization's leadership. For example, at a macro level the culture that is attributed to the Department of Defense comprises the distinct cultures of the different military services and the corps of civil servants assigned to each service agency. A closer examination of each service culture reveals still greater cultural differentiation among occupational specialties, specific units within the service, and between line and staff personnel.

Yet all of these subcultures adhere to the core ideologies, values and norms of the DOD. Numerous studies of organizational culture have highlighted that the formation and maintenance of culture requires interpersonal interaction within subgroups. For example, research led by Meryl Louis demonstrated the benefits of subgroup interaction to newcomers "learning the ropes" of the jobs. Survey respondents in their first job experience reported that the three most important socialization aids were: •Interaction with peers •Interaction with their supervisor Interaction with senior co-workers.

Interaction with peers on the job was viewed as most important in helping newcomers becoming effective employees. Interaction is important for the acculturation of newcomers. Organizations do not, however, always have homogeneous subcultures. The explicit social products produced by subcultures within organizations can be widely diverse and even result in countercultures. Countercultures can have both productive and unproductive outcomes.

Perhaps the

key to a counterculture's success (i. e. the promulgation of its ideology, values and norms) is the group's ability to demonstrate how its idiosyncrasies are consonant with the core ideologies, values and norms of the dominant culture. THE SYMBIOSIS BETWEEN THE ORGANIZATION'S OVERALL CULTURE AND ITS SUBCULTURES Some people may debate which comes first in an organization: the organizational culture or the organization's subcultures. The question that is relevant to the definition of Organizational Culture is how do the ideologies, values, and norms of subcultures compliment the organizational culture advocated by leadership?Explaining this relationship requires an understanding that cultures provide members with a reliable means to interpret a highly ambiguous environment.

It is the leader's responsibility to specify the features of the environment that are relevant to the organization and then provide the supporting assumptions and rationale for its operating strategies. The leader's cultural messages should address ambiguities that are beyond the scope of any organizational subculture to explain to employees.Leaders should recognize that their cultural messages should specifically address cultural ambiguities associated with subculture practices within the organization, and limit their attempts to eliminate distinctions that are important to subculture's identities. In other words, leaders have a better chance of creating or transforming an organizational culture if they accept and foster productive organizational subcultures and consistently communicate how employees must perform in order for the organization to achieve its objectives.Cultural change then relies on leaders' communication techniques that cross subcultural boundaries and carry messages about ideologies, values and norms that can be internalized by all employees. Memos and vision statements cannot achieve all of these objectives.

Leaders, however, have a variety of sophisticated cultural

communication techniques at their disposal to link subcultures to overarching cultural objectives of their organizations. The importance of Organizational Cultural can be derived from its definitions.An understanding of Organizational Culture can help a manager understand what the core value system of the company is and how is it a derivative of its culture or vice versa. The importance of Organizational Culture can be felt in all the spheres of an organization. Some of these are listed below. •Mission- e.

g. , What is the organization’s core purpose? •Vision-e. g. , What is the organization’s overriding orientation? •Planning- e. g. , What processes does the organization use to actualize ideas? •Strategy for implementation of mission and vision- e.

. , What kinds of concrete means for implementation of mission and vision does the organization utilize? •Measurements of success- e. g. , Does the organization have a system for continuous improvement? What kind of system(s)? •Overall organizational structure- e. g. , Does the organization have a flat structure? A hierarchical structure? What influence do staff have? •Supervisory system(s)- e.

g. , Do staff receive regular supervision? What is the content and context of the supervisory relationships? •“Everyday” language- e. g. What are the insider terms that staff members use? •Status and rewards- e. g. , Do staff get bonuses? Are they acknowledged in staff meetings for jobs well done? •Concepts of time- e.

g. , Do meetings usually start on time, 10 minutes late? •Concepts of space-e. g. , Do staff have their own offices, do people usually keep their doors opened or closed? •Communication systems-e. g.

, Is there an intranet, a staff newsletter? •Relationship(s) to

external culture(s)- e. g. , Does the organization have a competitive relationship with other similar organizations? Individual/Group focus e. g.

, Is the organization oriented more to individual or group needs? •Views on difference- e. g. , Are differences in race, sex, etc… talked about? •Role delineation-e. g. , Are staff clear on what their job description is or their roles in particular projects? As an employee in any type of organization can attest, organizational culture is as prevalent and as varied as individuals themselves. Organizational culture is enduring and complex, and may have both a positive and a negative effect on the staff and the workplace.

In many ways culture will determine the survival of an organization over the long term, especially in volatile industries. Cultures that can be a liability to an organization include those that create barriers to change, create barriers to diversity or barriers to mergers and acquisitions. Understanding the organizational culture can help you to understand why change does not take place, or why a project fails. It will also help you to determine where to strive to make changes to the culture.

As managers, why do we need to get a sense of the prevailing organizational culture? It is essential to understand the organizational culture if you want to make changes to how work is done, what type of work is being done, or at the broadest level, to affect the organization's standing in its industry. Understanding the culture and, as required, changing it, can mean the difference between attracting and retaining good employees and driving away the best employees with an environment that doesn't encourage, challenge, or reward them.For a

new leader or manager, understanding the organizational culture that is in place is essential for success in providing direction, especially when the direction is different from what has come before. Are staff willing and eager to take on new challenges and to follow a new direction, or will they provide passive or active resistance to any changes? What is important to people today, based on their view of where the organization is and where it should be? Where are there disconnects between espoused values, such as the mission statement, and the over symbols and culture type?For example, if the organization's mission is to provide expert customer service, yet the strong hierarchical structure means that employees are not empowered to assist customers by providing creative solutions or don't have the required authority to provide responses or results, there is a disconnect.

If an organization was eager to see positive change and the time was right for providing impetus to staff to follow a new path. The assessment of culture of the organization can reveal the opposite, however, which is just as valuable to managers.If there is resistance to change, if the espoused values of the organization don't match with the staff perceptions and prevailing culture, you must try to change the culture or change the objectives and mission to reflect reality. As a manager, it may not be possible for you to change the organization's overarching culture.

Understanding the culture, however--especially if you want to adapt your departmental culture to create a more positive culture--is possible. Departmental cultures may differ greatly in organizations, depending on the leaders and the staff within those departments.You may not be

able to have an effect on the organization overall, depending on your position in the organization and how large it is, but with work you will be able to make a difference at the library level. Some ways that you can try to change the organizational culture include reviewing the mission and vision for the firm with the staff to ensure that they are accurate. If changes are needed to reflect the reality of what you want to do and what you can do, then it should be done. For a start, make sure that departmental statements and staff actions reflect the type of culture you want.

For example, to increase the market culture, try increasing the measurements of service activities and have staff involved in developing metrics and outcomes for services (as part of the performance management system, for example). Reward staff of particular service areas who respond to changes in customer demands through developing new programs or services. To reduce hierarchical culture, for example, begin by empowering staff to provide suggestions and to help implement their new ideas. You should also empower staff to make more decisions for their own areas of expertise.

As the leader, one should always be aware of one’s actions and model the behavior one expects of the staff. Ensure that the statements one makes are consistent with the values and the symbols of the culture one would like to develop. One may not be able to change the overall organizational culture immediately, but the positive results and positive impact at the departmental level should have some level of spill-over effect onto other departments. Moreover, it will make it a more

pleasant culture for everyone to be working in. CONCLUDING THOUGHTAn understanding of organizational culture, and how important it is, is a crucial skill for leaders trying to achieve strategic outcomes. Strategic leaders have the best perspective, because of their position in the organization, to see the dynamics of the culture, what should remain, and what needs transformation.

This is the essence of strategic success. BIBLIOGRAPHY •Goleman, Daniel. Emotional Intelligence. Bantam Books: New York, New York, 1995. •Stephen P.

Robbins. Organizational Behavior, 8th edition •Schein, Edgar H. The Corporate Culture: A Survival Guide. Jossey-Bass Books: San Francisco, California, 1999.

•www. wikipedia. org