Organizational Paper
Organizational culture is the collective behavior of humans who are part of an organization and the meanings that the people attach to their actions. Culture includes the organization values, visions, norms, working language, systems, symbols, beliefs and habits.
“Organizational culture refers to the pattern of beliefs, values and learned ways of coping with experience that have developed during the course of an organization’s history, and which tend to be manifested in its material arrangements and in the behaviours of its members.”
‘The degree to which employees share a commitment to a range of goals and values espoused by management’ and who have ‘a high level of motivation to achieve these because of the absence of bureaucratic controls’. In weak cultures, there is a much lower level of shared values and there may be a number of subcultures.
Strong Culture. This exists when an organization's core values are both intensely held and widely shared. The greater the number of members who accept the core values and the greater their commitment to these values, the stronger the culture is. A strong culture creates an internal climate of high behavioral control and builds cohesiveness, loyalty, and organizational commitment.
Weak Culture. In this case, the organization's core values are not widely held or intensely felt. These cultures have little impact on member behavior.
Although all organizations have cultures, some appear to have stronger, more deeply rooted cultures than others. Initially, a strong culture was conceptualized as a coherent set of beliefs, values, assumptions, and practices embraced by most members of the organization. The emphasis was on (1) the degree of consistency of beliefs, values, assumptions, and practice across organizational members; and (2) the pervasiveness (number) of consistent beliefs, values, assumptions, and practices. Many early proponents of organizational culture tended to assume that a strong, pervasive
“Organizational culture refers to the pattern of beliefs, values and learned ways of coping with experience that have developed during the course of an organization’s history, and which tend to be manifested in its material arrangements and in the behaviours of its members.”
‘The degree to which employees share a commitment to a range of goals and values espoused by management’ and who have ‘a high level of motivation to achieve these because of the absence of bureaucratic controls’. In weak cultures, there is a much lower level of shared values and there may be a number of subcultures.
Strong Culture. This exists when an organization's core values are both intensely held and widely shared. The greater the number of members who accept the core values and the greater their commitment to these values, the stronger the culture is. A strong culture creates an internal climate of high behavioral control and builds cohesiveness, loyalty, and organizational commitment.
Weak Culture. In this case, the organization's core values are not widely held or intensely felt. These cultures have little impact on member behavior.
Although all organizations have cultures, some appear to have stronger, more deeply rooted cultures than others. Initially, a strong culture was conceptualized as a coherent set of beliefs, values, assumptions, and practices embraced by most members of the organization. The emphasis was on (1) the degree of consistency of beliefs, values, assumptions, and practice across organizational members; and (2) the pervasiveness (number) of consistent beliefs, values, assumptions, and practices. Many early proponents of organizational culture tended to assume that a strong, pervasive