The paper "How Organizational Culture Is Expressed and It’ s Impact on Organizational Effectiveness in RedBalloon" is a perfect example of a case study on management. Culture is a people’ s way of life. It defines how people behave, their beliefs, what they value, and what to them is unquestioned knowledge and norms. Culture is communicated and imitated from one generation to another one over time. Culture is not static it changes over time but culture change is a slow process that can take years or even decades to achieve a minimal change (Schwartz & Sagiv, 2007).
Culture is then what we can rightfully consider being a people’ s identity since every group of people has a culture that dictates their way of life and differentiates them from the rest. It is the same for organizational culture; it defines an organization and spells out how things are done in an organization (Hofstede, 1991). This paper will seek to define organizational culture, analyze how organizational culture is expressed in my organization, and finally evaluate the effectiveness of how organizational culture is expressed in my organization. Organizational culture Organizational culture can be defined as a collection of beliefs, norms, values, work ethic, and relationships that identify an organization from another.
Schein (1985) defines organizational culture as a pattern of shared assumptions discovered or developed by a group of people. The pattern has been accepted over time as the group learns to grapple with external and internal dynamics to solve its problems. According to Schein (1985), the organizational culture can then be taught to new employees so that they can understand how things are done within the organization they are joining. Organizational culture is therefore like a constitution of conduct within an organization to help it solve its short term and long term conflicts and problems and steer it towards its goals and objectives.
More importantly, the organizational culture serves to put the organization’ s people in a common mind-frame that they can pursue common interest of the whole organization (Schwartz & Sagiv, 2007).
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