Leadership
1. What are the attributes of having an unique culture Vs. a common culture?
Organizational culture can be understood as a set of values and basic assumptions, developed collectively and that guide organizational behavior. Directs the way to perceive, think and feel the reality within the organization, as it serves as a model for dealing with the problems of adaptation and interaction.
Organizational culture can be understood through: Observable artifacts (manifestations of an organization’s culture that employees can easily see or talk), Espoused values (Beliefs, philosophies and norms that the company explicitly states) and Basic underlying assumptions (taken-for-granted beliefs and philosophies).
In creating a company the role of founders is key. It is the initial source of organizational culture. They are transfer their values and their overall vision for the company. For that reason, they hire who thinks and feels with them, indoctrinate and socialize employees according to their thinking, and their behavior acts as a model of identification for employees. When the company is successful, the personality of the founders, or their CEO’s, becomes part of the organizational culture. (eg. Ben and Jerry).
In a strong culture, or distinctive culture, values are shared most intensively by employees and influence behaviors and expectations.
Employees look the company as an extension of themselves, are satisfied with what they can do within the company and cooperate actively with each other. The individual goals are aligned with company goals and try to get the most out of their work together. Almost all make a commitment Organization.
However, a strong culture can bring disadvantages to the organization:
-more difficult to adapt to changes in the external environment;
-more difficult to attract and retain new employees who do not identify with the culture internal, limiting organizational diversity.
This fact important to the organization, as it
Organizational culture can be understood as a set of values and basic assumptions, developed collectively and that guide organizational behavior. Directs the way to perceive, think and feel the reality within the organization, as it serves as a model for dealing with the problems of adaptation and interaction.
Organizational culture can be understood through: Observable artifacts (manifestations of an organization’s culture that employees can easily see or talk), Espoused values (Beliefs, philosophies and norms that the company explicitly states) and Basic underlying assumptions (taken-for-granted beliefs and philosophies).
In creating a company the role of founders is key. It is the initial source of organizational culture. They are transfer their values and their overall vision for the company. For that reason, they hire who thinks and feels with them, indoctrinate and socialize employees according to their thinking, and their behavior acts as a model of identification for employees. When the company is successful, the personality of the founders, or their CEO’s, becomes part of the organizational culture. (eg. Ben and Jerry).
In a strong culture, or distinctive culture, values are shared most intensively by employees and influence behaviors and expectations.
Employees look the company as an extension of themselves, are satisfied with what they can do within the company and cooperate actively with each other. The individual goals are aligned with company goals and try to get the most out of their work together. Almost all make a commitment Organization.
However, a strong culture can bring disadvantages to the organization:
-more difficult to adapt to changes in the external environment;
-more difficult to attract and retain new employees who do not identify with the culture internal, limiting organizational diversity.
This fact important to the organization, as it