Culture - organizational culture, Business Management

Culture - Organizational Culture

Some people think of culture as the character or personality of an organization. How an organization looks and "feels" when you enter it is a manifestation of the organi- zational culture. For example, you might visit one company where you get a sense of formality the minute you walk in the door. Desks are neat and orderly, employees wear professional business attire, and there are few personal items such as family photos or other decorations on walls and desks. At another company, employees may be wearing jeans and sweaters, have empty pizza boxes and cola cans on their desks, and bring their dogs to work with them. Both companies may be highly successful, but the underlying cultures are very different. Culture can be defined as the set of key values, assumptions, understandings, and norms that is shared by members of an organization and taught to new members as eorreet.0 Norms are shared standards that define what behaviours are accept- able and desirable within a group of people. At its most basic, culture is a pattern of shared assumptions about how things are done in an organization.

As organizational members cope with internal and external problems, they develop shared assumptions and norms of behaviour that are taught to new members as the correct way to think, feel, and act in relation to those problems.' Culture can be thought of as consisting of three levels, with each level becoming less obvious. At the surface level are visible artifacts such as manner of dress, patterns of behaviour, physical symbols, organizational ceremonies, and office layout-all the things one can see, hear, and observe by watching members of the organization. For example, Commerce Bank's mascots and employees dressing in red for Red Fridays are visible manifestations of the corporate culture. At a deeper level are the expressed values and beliefs, which are not observable but can be discerned from how people explain and justify what they do. These are values that members of the organization hold at a conscious level. Commerce Bank's employees consciously know that service is highly valued and rewarded in the company culture. Some values become so deeply embedded in a culture that organizational members may not be consciously aware of them. These basic, underlying assumptions are the deepest essence of the culture. At Commerce Bank, these assumptions might include

(1) That the bank cares about its employees as much as it expects them to care about customers,

(2) That individual employees should think for themselves and do what they believe is right to provide exceptional customer service, and

(3) That work should be as natural and joyful a part of life as play. Assumptions generally start out as expressed values, but over time they become more deeply embedded and less open to question-organization members take them for granted and often are not even aware of the assumptions that guide their behaviour, language, and patterns of social interaction.

Posted Date: 3/1/2013 1:43:32 AM | Location : United States







Related Discussions:- Culture - organizational culture, Assignment Help, Ask Question on Culture - organizational culture, Get Answer, Expert's Help, Culture - organizational culture Discussions

Write discussion on Culture - organizational culture
Your posts are moderated
Related Questions
Whom do you think Rajender will eat with? Why?

QUESTION (a) Describe the difference between informative and persuasive presentations and describe the key strategies for each of these types of presentations. (b) Why is it

? BPEL is process-centric, where as workflow foundation is human centric. ? BPEL web services based language for business process behavior which can be used for composite web se

QUESTION 1 Discuss the differences between monologic communication and dialogic communication. Use a concrete example to illustrate your answer, highlighting the advantages and

Explain the individual and group managerial decisions. Individual and Group decisions: Individual decisions are considered by a single individual into context of routine

CASE STUDY: ICT-DEPLOYMENT AT THE LOW-COST CARRIER RYANAIR, IRELAND Abstract The innovative use of information technology for online booking, e-ticketing and internal comm

QUESTION 1 (a) What difficulties can be encountered in interpreting nonverbal communication? (b) What are the various nonverbal codes characterising nonverbal communication?

QUESTION 1 a) What is a presentation? b) How does a presentation differ from a lecture? c) What are the essential characteristics of an effective presentation? d) What

Problem: (a) Differentiate between a work group and a work team. (b) Explain clearly the different types of team in organisation. (c) Referring to your organization o

Analyse the political Environment of car distribution industry.