organizational culture
In what way organizational culture is applied to shape values of workers associated to work performance without acceptable regards for legal and ethical consequences will be covered in this paper.
Firstly, according to Dumitru Constantinescu, organizational culture is a “system of common rules, beliefs, values and expectations that bind together an organization’s employees, creating shared meanings among them” (Constantinescu, 2008). It is the norms, habits and customs that characterize the organization’s principles and values that set the organization apart from others.
Value can be defined in terms of the utility attached to an outcome or object and desirable, trans-situational goals that differ in importance acting as the guiding principles in people’s lives (Ros et al., 1999). Value provides one with the foundation to make suitable judgements and decide among alternative courses of action.
For example, in a literature by (Smollan & Janet G Sayers, 2009) it shows suggestions reflecting that organizational culture was being used to change values of people. As organizational culture is considerably about values (Kabanoff et al., 1995); (Ryan, 2005); (Duck, 1993), that have been dubbed “embedded codes” (Branson, 2007). Their literature states that values may be changed or be intentionally determined and expressed in the organization’s website and in their mission statements. Values are also included during introduction and trainings phase. Thus, values are the overt guides to employees’ behaviour.
Every organisation has different unique organizational cultures that proclaim its own purpose. Thus, whenever there’s a management change, merger or buyout, the new dominant management or organization will want their new employees to adapt and convert to the new culture. For example, if it’s a profit driven organization then performance will be the new emphasis. Employees’ work responsibilities will then also increase. Subsequent they will have more work load,
Firstly, according to Dumitru Constantinescu, organizational culture is a “system of common rules, beliefs, values and expectations that bind together an organization’s employees, creating shared meanings among them” (Constantinescu, 2008). It is the norms, habits and customs that characterize the organization’s principles and values that set the organization apart from others.
Value can be defined in terms of the utility attached to an outcome or object and desirable, trans-situational goals that differ in importance acting as the guiding principles in people’s lives (Ros et al., 1999). Value provides one with the foundation to make suitable judgements and decide among alternative courses of action.
For example, in a literature by (Smollan & Janet G Sayers, 2009) it shows suggestions reflecting that organizational culture was being used to change values of people. As organizational culture is considerably about values (Kabanoff et al., 1995); (Ryan, 2005); (Duck, 1993), that have been dubbed “embedded codes” (Branson, 2007). Their literature states that values may be changed or be intentionally determined and expressed in the organization’s website and in their mission statements. Values are also included during introduction and trainings phase. Thus, values are the overt guides to employees’ behaviour.
Every organisation has different unique organizational cultures that proclaim its own purpose. Thus, whenever there’s a management change, merger or buyout, the new dominant management or organization will want their new employees to adapt and convert to the new culture. For example, if it’s a profit driven organization then performance will be the new emphasis. Employees’ work responsibilities will then also increase. Subsequent they will have more work load,
References: Branson, C., 2007. Achieving organizational change through values alignment. Journal of Educational Administration. Clark, C.S., 2000. Work/family border theory: A new theory of work/family balance. Human Relations. Constantinescu, D., 2008. Management – Funcții, Structuri, Procese (Management – Functions, Processes). Craiova: Universitaria Publishing House. Duck, J., 1993. Managing change: The art of balancing. Harvard Business Review. Kabanoff, B., Waldersee, R & Cohen, M, 1995. Espoused values and organizational change themes. Academy of Management Journal. Ros, M., Schwartz, S & Surkiss, S, 1999. Basic Individual Values, Work Values, and the Meaning of Work. Applied Psychology: An International Review. Ryan, B., 2005. The problematic nature of organizational culture and a changing control context. Strategic Change. Singapore, M.o.M.o., 2013. Ministry of Manpower. [Online] Available at: http://www.mom.gov.sg/employment-practices/employment-rights-conditions/hours-of-work-and-overtime/Pages/default.aspx#overtime. Smollan, R.K. & Janet G Sayers, 2009. ORGANIZATIONAL CULTURE, ORGANIZATIONAL CHANGE AND EMOTIONS: A QUALITATIVE STUDY. New Zealand: Journal of Change Management.