Assessing Organizational Culture Paper
Assessing Organizational Culture
When thinking of culture, my mind tends to wander toward far off places only seen on television or on the internet. Culture represents an exotic and sometimes untouchable part of the world that each individual claims depending on their background, ethnicity, race, or family history. When applying culture to the workplace, however, the idea of culture applies, not only to individual persons, but to the way in which we react to one another, perceive one another, and communicate with one another. “The culture of an organization is embedded in and expressed by patterns and habits of communication.” (Cheney, Christensen, Zorn, Jr., Ganesh 2011) This paper will explain what it means …show more content…
to have culture within organizations as well as the presence of climate and socialization.
Organizations adopt habits that work well with its requirements as an organization as well as those who have built the culture of the organization.
For example, if the long-standing CEO has created a casual and relaxed atmosphere, others within the organization will adopt the same habits in order to fit the model the CEO is building. We deal with the meanings of things within our cultural system. Staying within a culture creates a certain amount of stability and predictability. Culture in the workplace can be explained easily by the differences in our co-workers and how to adapt to these differences. “Differences may originate in family background religion, age, education, occupation, wealth, status, lifestyle, interests, etc.” (Cheney, Christensen, Zorn, Jr., Ganesh 2011) I will focus on the culture of age for a moment. Recently, I started a new position with a new organization. This position offered everything I was looking for; better pay, excellent benefits, proper use of my skills, and opportunity for advancement. Shortly after orientation, I began meeting those I would be working with. I noticed very quickly that all of my co-workers are from an older generation and I am the minority. In some cases it is fun to have conversations with them regarding our age differences and for them to jokingly say, “What year were you born? I graduated high school that year, my word you are young!”, but this can also mean they do not take me as seriously as a …show more content…
professional. Although difficult, the culture of an organization can be changed or reshaped with time and effort. “The introduction of new technologies or a new office layout for example, can reshape organizational values and, over time, be incorporated into new habits and assumptions.” (Cheney, Christensen, Zorn, Jr., Ganesh) The organization I work for is moving office buildings the second week of December this year. We will have all new equipment, desks, meeting areas, and the technology will be top-of-the –line. The location itself is in a completely different area of Oklahoma City, so the surroundings alone will be different. We will be located within a very hectic and populated part of the city which will be different from our isolated current location. Think about how our culture will change just with having one small addition such as a kitchen or gym. Both of these areas are additional places to take a moment to relax, converse with one another, and begin our days as a unified team instead of the current surroundings that includes one bathroom and each person retreating to their cubicles and coffee at the beginning of the day.
The most important and most visible culture within an organization, however, is the culture of leadership. Theorists have discussed different styles of leadership for many years, but the easiest theories to understand and describe is Theory X and Theory Y. Organizations with the same type of work, the same budget, similar locations, and similar goals, can be complete opposites depending on the direction leadership has taken. Theory X organizations include the atmosphere where “work is inherently distasteful to most people, and they will attempt to avoid work whenever possible….most people are not ambitious, have little desire for responsibility, and prefer to be directed…most people resist change…most people are gullible and unintelligent.” (Adler, 2010) Theory X organizations likely have leaders that do not believe much in the abilities of their employees and give little-to-no responsibility to others. The culture as described above likely creates high turnover and low employee satisfaction. Theory Y organizations include an atmosphere where “work can be as natural as play, if the conditions are favorable…people will be self-directed and creative to meet their work and organizational objectives if they are committed to them…most people can handle responsibility because creativity and ingenuity are common in the population.” (Adler, 2010) Theory Y organizations likely create long-term committed employees as well as leaders that give freedom to their employees. Employees will likely “seek responsibility” given this creative freedom by their superiors. The culture of a Theory Y organization is one I am accustomed to. The organization I work for encourages creativity as well as independence. This structure does not fit everyone, but I thrive in the ability to be creative at work. If the culture of my organization had been Theory Y, I could not have changed it. I would have had to adapt or find a different employer.
Organizational communication climate on the other hand, is much more flexible. What do you think of when you think of climate? I think of the weather outside, the temperature, and the way the seasons change look of things around us. Organizational climate is much the same as it can change as quickly as the Oklahoma weather. Studying the climate of an organization means to study the relationships and interactions of those within the organization as well as those outside that the organization communicates with. The climate of the organization I work for is very relaxed and friendly. Our dress code is casual, we can walk in to the office of the CEO and tell him “good morning” if we would like to, and we have a monthly potluck to make sure we are all given the opportunity to interact. I have a few examples of how organizational climate works in my surroundings. In most organizations, the climate will change when a manager, Director, CEO, or anyone else with a level of power enters the room. In that moment, the climate of the room has changed.
One of the most important processes by which organizations communicate culture is through the socialization of new employees. Your first thought might be to a sort of “hazing” as used by new members of a high school team, but socialization is much different. Socialization refers to the ways a member of an organization learns the norms, values, and skills necessary for the role given and performance of their function within the organization. For an organization to run smoothly, it’s important that recruits and new employees fit the organization. While each employee entering the organization learns the values, beliefs, and practices of the organization, we each shape the organization through our own interpretation of those values, beliefs, and practices. For example, if the organization holds tradition very high, there is very little a new employee can do about this culture. The new hire can either adapt or follow tradition in order to fit, or find an organization that is a better fit of less tradition. However, if the organization leans toward innovation and change, they would expect members to be able to do more to shape the culture with their own personal values, beliefs, and practices. If the new hire prefers tradition or is afraid of change, they will likely not fit in an organization bound for change and looking toward the future.
The culture, climate, and socialization of an organization can influence many things important to the life of an organization.
If the culture presented is negative, those within the organization as well as those outside the organization will take notice. The culture most affects the employees which are the foundation of an organization. Without a good foundation the organization will surely fail. If the culture presented is positive, those within the organization will commit longer, will promote the organization through outside conversation and thereby strengthen the organization’s foundation. Those on the outside of the organization, for example companies on contract such as suppliers, will notice and trust the organization to be a long-term, positive, committed
partner.
I am happy to be part of a strong organizational climate as well. Through our age differences, my coworkers and I have found ways to communicate that fit best for us on a day-to-day basis and we are connecting well. We are all willing to work in order to fill the gaps that might otherwise hinder our ability to communicate. We are blessed with an amazing CEO that takes time to commend positive actions and offer constructive criticisms if things are not going toward his plan of operational advancement. The socialization I received as a new employee was positive and has affected the way I interact with others now, six months later.
The workplace is somewhere we will spend a majority of our adult life. Taking the time to notice your own strengths and weaknesses, what type of leadership you work best with, and what time of climate you are most comfortable in will have a huge influence on how you spend your life as an employee. Most of the learning comes from experience, but we can make each experience a work of gaining knowledge of ourselves as well as others.
References
Adler, R. B., & Elmhorst, J. M. (2010). Communication, Culture, and Work. Communicating at work: principles and practices for business and the professions (10th ed., pp. 59-60). New York: McGraw-Hill.
Cheney, G., (2011). Culture, Subcultures, and Organizational Socialization. Organizational communication in an age of globalization: issues, reflections, practices (2nd ed., pp. 75-76, 94-97). Long Grove, Ill.: Waveland Press.
Christensen, L. T. (2011). Culture, Subcultures, and Organizational Socialization. Organizational communication in an age of globalization: issues, reflections, practices (2nd ed., pp. 75-76, 94-97). Long Grove, Ill.: Waveland Press.
Zorn, Jr., T. E. (2011). Culture, Subcultures, and Organizational Socialization. Organizational communication in an age of globalization: issues, reflections, practices (2nd ed., pp. 75-76, 94-97). Long Grove, Ill.: Waveland Press.
Ganesh, S. (2011). Culture, Subcultures, and Organizational Socialization. Organizational communication in an age of globalization: issues, reflections, practices (2nd ed., pp. 75-76, 94-97). Long Grove, Ill.: Waveland Press.
When thinking of culture, my mind tends to wander toward far off places only seen on television or on the internet. Culture represents an exotic and sometimes untouchable part of the world that each individual claims depending on their background, ethnicity, race, or family history. When applying culture to the workplace, however, the idea of culture applies, not only to individual persons, but to the way in which we react to one another, perceive one another, and communicate with one another. “The culture of an organization is embedded in and expressed by patterns and habits of communication.” (Cheney, Christensen, Zorn, Jr., Ganesh 2011) This paper will explain what it means …show more content…
to have culture within organizations as well as the presence of climate and socialization.
Organizations adopt habits that work well with its requirements as an organization as well as those who have built the culture of the organization.
For example, if the long-standing CEO has created a casual and relaxed atmosphere, others within the organization will adopt the same habits in order to fit the model the CEO is building. We deal with the meanings of things within our cultural system. Staying within a culture creates a certain amount of stability and predictability. Culture in the workplace can be explained easily by the differences in our co-workers and how to adapt to these differences. “Differences may originate in family background religion, age, education, occupation, wealth, status, lifestyle, interests, etc.” (Cheney, Christensen, Zorn, Jr., Ganesh 2011) I will focus on the culture of age for a moment. Recently, I started a new position with a new organization. This position offered everything I was looking for; better pay, excellent benefits, proper use of my skills, and opportunity for advancement. Shortly after orientation, I began meeting those I would be working with. I noticed very quickly that all of my co-workers are from an older generation and I am the minority. In some cases it is fun to have conversations with them regarding our age differences and for them to jokingly say, “What year were you born? I graduated high school that year, my word you are young!”, but this can also mean they do not take me as seriously as a …show more content…
professional. Although difficult, the culture of an organization can be changed or reshaped with time and effort. “The introduction of new technologies or a new office layout for example, can reshape organizational values and, over time, be incorporated into new habits and assumptions.” (Cheney, Christensen, Zorn, Jr., Ganesh) The organization I work for is moving office buildings the second week of December this year. We will have all new equipment, desks, meeting areas, and the technology will be top-of-the –line. The location itself is in a completely different area of Oklahoma City, so the surroundings alone will be different. We will be located within a very hectic and populated part of the city which will be different from our isolated current location. Think about how our culture will change just with having one small addition such as a kitchen or gym. Both of these areas are additional places to take a moment to relax, converse with one another, and begin our days as a unified team instead of the current surroundings that includes one bathroom and each person retreating to their cubicles and coffee at the beginning of the day.
The most important and most visible culture within an organization, however, is the culture of leadership. Theorists have discussed different styles of leadership for many years, but the easiest theories to understand and describe is Theory X and Theory Y. Organizations with the same type of work, the same budget, similar locations, and similar goals, can be complete opposites depending on the direction leadership has taken. Theory X organizations include the atmosphere where “work is inherently distasteful to most people, and they will attempt to avoid work whenever possible….most people are not ambitious, have little desire for responsibility, and prefer to be directed…most people resist change…most people are gullible and unintelligent.” (Adler, 2010) Theory X organizations likely have leaders that do not believe much in the abilities of their employees and give little-to-no responsibility to others. The culture as described above likely creates high turnover and low employee satisfaction. Theory Y organizations include an atmosphere where “work can be as natural as play, if the conditions are favorable…people will be self-directed and creative to meet their work and organizational objectives if they are committed to them…most people can handle responsibility because creativity and ingenuity are common in the population.” (Adler, 2010) Theory Y organizations likely create long-term committed employees as well as leaders that give freedom to their employees. Employees will likely “seek responsibility” given this creative freedom by their superiors. The culture of a Theory Y organization is one I am accustomed to. The organization I work for encourages creativity as well as independence. This structure does not fit everyone, but I thrive in the ability to be creative at work. If the culture of my organization had been Theory Y, I could not have changed it. I would have had to adapt or find a different employer.
Organizational communication climate on the other hand, is much more flexible. What do you think of when you think of climate? I think of the weather outside, the temperature, and the way the seasons change look of things around us. Organizational climate is much the same as it can change as quickly as the Oklahoma weather. Studying the climate of an organization means to study the relationships and interactions of those within the organization as well as those outside that the organization communicates with. The climate of the organization I work for is very relaxed and friendly. Our dress code is casual, we can walk in to the office of the CEO and tell him “good morning” if we would like to, and we have a monthly potluck to make sure we are all given the opportunity to interact. I have a few examples of how organizational climate works in my surroundings. In most organizations, the climate will change when a manager, Director, CEO, or anyone else with a level of power enters the room. In that moment, the climate of the room has changed.
One of the most important processes by which organizations communicate culture is through the socialization of new employees. Your first thought might be to a sort of “hazing” as used by new members of a high school team, but socialization is much different. Socialization refers to the ways a member of an organization learns the norms, values, and skills necessary for the role given and performance of their function within the organization. For an organization to run smoothly, it’s important that recruits and new employees fit the organization. While each employee entering the organization learns the values, beliefs, and practices of the organization, we each shape the organization through our own interpretation of those values, beliefs, and practices. For example, if the organization holds tradition very high, there is very little a new employee can do about this culture. The new hire can either adapt or follow tradition in order to fit, or find an organization that is a better fit of less tradition. However, if the organization leans toward innovation and change, they would expect members to be able to do more to shape the culture with their own personal values, beliefs, and practices. If the new hire prefers tradition or is afraid of change, they will likely not fit in an organization bound for change and looking toward the future.
The culture, climate, and socialization of an organization can influence many things important to the life of an organization.
If the culture presented is negative, those within the organization as well as those outside the organization will take notice. The culture most affects the employees which are the foundation of an organization. Without a good foundation the organization will surely fail. If the culture presented is positive, those within the organization will commit longer, will promote the organization through outside conversation and thereby strengthen the organization’s foundation. Those on the outside of the organization, for example companies on contract such as suppliers, will notice and trust the organization to be a long-term, positive, committed
partner.
I am happy to be part of a strong organizational climate as well. Through our age differences, my coworkers and I have found ways to communicate that fit best for us on a day-to-day basis and we are connecting well. We are all willing to work in order to fill the gaps that might otherwise hinder our ability to communicate. We are blessed with an amazing CEO that takes time to commend positive actions and offer constructive criticisms if things are not going toward his plan of operational advancement. The socialization I received as a new employee was positive and has affected the way I interact with others now, six months later.
The workplace is somewhere we will spend a majority of our adult life. Taking the time to notice your own strengths and weaknesses, what type of leadership you work best with, and what time of climate you are most comfortable in will have a huge influence on how you spend your life as an employee. Most of the learning comes from experience, but we can make each experience a work of gaining knowledge of ourselves as well as others.
References
Adler, R. B., & Elmhorst, J. M. (2010). Communication, Culture, and Work. Communicating at work: principles and practices for business and the professions (10th ed., pp. 59-60). New York: McGraw-Hill.
Cheney, G., (2011). Culture, Subcultures, and Organizational Socialization. Organizational communication in an age of globalization: issues, reflections, practices (2nd ed., pp. 75-76, 94-97). Long Grove, Ill.: Waveland Press.
Christensen, L. T. (2011). Culture, Subcultures, and Organizational Socialization. Organizational communication in an age of globalization: issues, reflections, practices (2nd ed., pp. 75-76, 94-97). Long Grove, Ill.: Waveland Press.
Zorn, Jr., T. E. (2011). Culture, Subcultures, and Organizational Socialization. Organizational communication in an age of globalization: issues, reflections, practices (2nd ed., pp. 75-76, 94-97). Long Grove, Ill.: Waveland Press.
Ganesh, S. (2011). Culture, Subcultures, and Organizational Socialization. Organizational communication in an age of globalization: issues, reflections, practices (2nd ed., pp. 75-76, 94-97). Long Grove, Ill.: Waveland Press.