The paper "The Role of Culture in an Organization " is a great example of management coursework. Researchers dealing with organizational culture have been debating on the meaning and impact of organizational culture; however, a concrete relationship between the culture and performance in an organization has not been fully understood. (Judge, 2006), concludes that according to convectional knowledge it is expected that a strong organizational culture that aligns all members in an organization with the inherent objectives should automatically boost performance. However, according to (Chatman & J, 2012), a more recent point of view is that since strong organizational culture are related to the wider adherence to both behavioral routines and uniformity, they tend to be less effective than firms with weaker organizational culture when it comes to dynamic environments.
However (Moon, 2012), notes that the two assumptions fail to identify that fact that culture encompasses three dimensions: the intensity (how strong they are up-held in the company), the content (i. e. teamwork, integrity), and consensus (how widely the members of the organization agree with the values and norms upheld by the culture).
It is prudent to hypothesize that higher performance can be realized in dynamic situations if the values and norms enshrined in the culture are intensely held and widely believed in by all the members in an organization. The main aim of this paper is to highlight the role of culture in an organization and its way of manifestation within an organization, for its management, employees, and the partners and competitors. Organizational culture is no double the most fashionable part of management, with quite a recent history. The main aim of this paper is to sensitize the readers on the significance of organizational culture for the benefit and success of a business enterprise, as well as elaborating on the various roles of its components in a business entity wholly and for its main stakeholders. Diversity involves all the characteristics and experiences that help to define a person.
There is a misconception of what cultural diversity entails.
Abe, H., & Wiseman, R. (1983). A cross-cultural confirmation of the dimensions of intercultural effectiveness. International Journal of Intercultural Relations, 7, 53-67
Cameron, K. &. (1991). Culture, congruence, strength, and type: Relationship to effectiveness. Research in Organizational Change and Development .
Chatman, & J. (2012). Organizational Culture And Performance In High-Technology Firms: The Effects Of Culture Content And Strength. University of California, Berkeley .
Chatman, J. A. (2010). Norms in mixed race and mixed sex work groups. Academy of Management Annals .
Flynn, F. J. (2001). Strong cultures and innovation: Oxymoron or opportunity? . International handbook of organizational culture and climate .
Judge, T. A. (2006). Applicant personality, organizational culture, and organization attraction Personnel Psychology. Personnel Psychology .
Moon, H. Q. (2012). How interpersonal motives explain the influence of organizational culture on organizational productivity, creativity and adaptation. Organizational Psychology Review .
Ravasi, D. &. (2006). Responding to organizational identity threats: Exploring the role of organizational culture.