Organizational culture is the summation of the underlying organizational values manifesting as collective assumptions, attitudes, beliefs, expectations and norms. Grounded in the customs and values of the organizational construct as well as in the experiences and interactions of the people within its walls, culture is the personality of an organization. In order to unravel the complex dynamics of culture within an organization, Edgar Schein offers a theory which categorizes culture into three basic elements, artifacts, espoused values and basic assumptions (Nelson & Quick, 2011).…
The foundation of any organization is collective behavior, common goals values and vision by large number of people that develop into corporate culture. Every institution has defined strategies, organizational behavior, management approaches, and organizational communication. All these develop and sculpt organizational culture and…
Companies that take the “high road”, will make lifelong customers out of even the most distrusting consumers. Who is the main connection between the company and the customer? The Salesperson! A company’s ethics and integrity are based on the relationship between the salesperson and the customer. How does one build or maintain an ethical foundation that will make a lifelong customer?…
A unique corporate culture is hard to duplicate or imitate and thus helps to sustain a firm’s competitive advantage. Organizational cultures vary widely in the extent to which they are woven into the fabric of the organization’s practices and behavioral norms. The strength of any culture depends on the degree to which these norms and practices are widely shared and strongly held throughout the organization.…
Factors that project a company’s culture include patterns of behaviors through the company’s employees. “Culture is a composite of many factors that project the shared values of the people who work there. The culture can strengthen and reinforce individual behaviors and individual behaviors reinforce the culture (Timm 2013 p.21)”. These positive behaviors are expressed through the employee’s customer service. For businesses, customer loyalty and retention are most important. To retain these things, employees would greet customers, converse with them through small, listen, etc. These simple techniques are what give a company its culture.…
Organizational culture is not a new concept in the world of organizational behavior. Yet despite its age, it still has many varied definitions as well as philosophies on its importance and impact to the success of a company. One definition is that organizational culture is a cognitive framework consisting of attitudes, values, behavioral norms, and expectations shared by members of an organization (Greenberg, 2013, p. 368). Greenberg (2013) further explains organizational culture through an analogy of a tree. Organizational culture are similar to the roots of a tree. Roots provide stability and nourishment for a tree in the same manner that culture provides these things for their organization. Another way to think about organizational culture is that it is the unseen and unobservable force that is always behind the tangible activities of an organization which can be observed and measured. (Gundykunst & Ting-Toomey, 1988). “Culture is to the organization what personality is to the individual – a hidden yet unifying theme that provides meaning, direction, and mobilization” (Kilman, Saxton, & Serpa, 1985).…
Alongside with organizational culture, there are two more things that have strong correlation with it. The first one is ethics. Ethics is the code of moral principles and values that govern that behavior of a person or group with respect to what is right or wrong (Robbins, et al., 2003, p. 150). The second thing that has strong correlation with culture is social responsibility. It is a management's obligation to make choices and take action that will contribute to the welfare and interest of society as well as to the interest of the organization (Robbins, et al., 2003, p. 138).…
Culture is defined as “the customs, the ideas and social behaviour of a particular people or society” (Oxford, 2012). An organization is composed of members from different cultures, societies, religion, beliefs, values and ideas. Thus we can say that culture is a part of organization or an organization has culture in it. Organizational culture is an attribute of any organization, comprising of its member’s “shared values, beliefs, symbols and decision”. (Buchanan and Huczynski, 2010).It influences inter as well as the intra behaviour of the members, clients and stakeholders. Organizational culture can be viewed as the contingent interest of a group of people or organization itself or can be viewed as something within each individual. The principle study of culture by executives can foster them with advance tool of control over the organization.…
The culture of a company defines the company and represents its values, visions, norms, working language, systems, symbols, beliefs and habits. This is the heart beat of the business this is what makes the business successful. It is also a way that new employees are taught as a way of thinking and feeling. Organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders.…
Culture is a concept that every being in existence possesses. Culture goes far beyond that of individual; culture is an ever present and an ever changing concept within the realm of Corporate America. This type of business, as well as who is in charge of overseeing the business helps to determine the organizational culture. Organizational culture is a collection of shared values, ideals, beliefs and morals that help to conjoin the members within the organization. The culture within each business affects the employees’ attitudes toward the company (Balkin & Gomez – Mejia, 2002). Organizational culture exists on various levels. The levels of organizational culture are: visible culture, espoused values and core beliefs. Visible culture is considered to be a tangible concept. Visible culture encompasses, but is not limited to what is heard, felt and seen. Espoused values are values that are not as easily identified as the elements within…
An organization’s psychological and social climate forms its culture. The culture represents the values, beliefs, assumptions and symbols that define the way in which the organization conducts its business. It tells the employees how things are done, what is important and what kind of behavior is rewarded. It impacts on employee behavior, productivity and expectations. Finally, it distinguishes the organization from other organizations. Although there is no one ‘best’ culture, there is a clear linkage between organization culture and organization effectiveness. Organizations with strong positive cultures, for example, have a much better chance of success than those with weak and negative cultures. It is important therefore for management to foster a culture that promotes the achievement of the organizations objectives.…
Organizational culture, which is also called corporate culture, is an idea in the field of organizational studies and management which describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values) of an organization. It is a new type of enterprise management theory and an important development of modern management science component which raised in the 1980s. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization" by Charles W. L. Hill, and Gareth R. Jones. Values are the core of corporate culture. Although “organizational culture” was first put forward in America by an American professor, Stanley M. Davis, Japanese put it into practice. During the recovery and development after World War II, Japan combined the operational theory that learned from America with the organizations’ operation and management and made a great progress, which made America learned from it in turn.…
This paper will discuss five different aspects of organizational cultures, the role of the mission statement, ethical standards, organizational diversity, dress and language and the impact of technology on the culture.…
This research discusses the corporate culture of the well known Procter & Gamble enterprise, established in 1837. For over 150 years, P&G has defined its corporate culture through their business tactics and way of management. Corporate culture refers to a company's values, beliefs, business principles, traditions, ways of operating, and internal work environment. For over 150 years, Procter & Gamble has worked toward maintaining their standards, which has defined their corporate culture.…
Aligning your team 's or organization 's culture with strategy James Manktelow MindTools.com Mind Tools - Essential skills for an excellent career! What is the first thing that pops in your mind when you hear the term corporate culture? A great many people refer to the classic phrase coined by the McKinsey organization, that culture is “how we do things around here”. And while that may be true, there are so many elements that go into determining what you do and why, that this definition only scratches the surface. Whether you can define it or not, you know that culture exists within your team or your organization. It’s that ethereal something that hangs in the air and influences how work gets done, critically affects project success or failure, says who fits in and who doesn 't, and determines the overall mood of the workplace. Culture often becomes the focus of attention during periods of organizational change - when companies merge and their cultures clash, for example, or when growth and other strategic change mean that the existing culture becomes inappropriate, and hinders rather than supports progress. In more static environments, cultural issues may be responsible for low morale, absenteeism or high staff turnover, with all of the adverse effects those can have on productivity. So, for all its elusiveness, corporate culture can have a huge impact on an organization’s work environment and output. This is why so much research has been done to pinpoint exactly what makes an effective corporate culture, and how to go about changing a culture that isn’t working. Fortunately, while corporate culture can be elusive, approaches have been developed to help us look at it. Such approaches can play a key role in formulating strategy or planning change. The Cultural Web, developed by Gerry Johnson and Kevan Scholes in 1992, provides one such approach for looking at and changing your organization’s culture. Using it, you can expose…