The paper 'Organizational Culture and Behavior' is a great example of a Management Case Study. As the twenty-first century progresses, the organizational environment is continuing to be turbulent in that they continue to be rocked by some forces like the constant change in technology and globalization. Following these constant changes, the organizational systems usually tend to develop some ways of controlling the individual and group organizational behaviors of their employees (Ogbonna and Harris, 2000). They often do this to try and maintain a sort of balance in their systems to ensure the eventual success and productivity of their companies (Ravasi and Schultz, 2006).
Organizational culture can be defined as behavior patterns or a particular style which the employees and the members of an organization utilize to guide their individual as well as group actions. This organizational culture usually influences the employees’ behavior and attitudes both on the personal and group level (Cameron and Quinn, 2005). The paper will, therefore, seek to discuss the ways in which organizational culture influences employees’ attitudes and behaviors and the role that managers play in it. Organizational Behavior and Culture It is evident that the corporate culture typically plays significant and numerous roles in an organization (Cameron and Quinn, 2005).
One of the roles which organizational culture plays is that it gives an individual organization an identity (Robbins and Judge, 2003). On the other hand, corporate culture has the probability of transforming the self-interests of individuals or employees of that organization into something that is great career-wise and which also coincides with the goals of the company. Furthermore, culture also seeks to regulate the employees’ behavior both on an individual and group level in that it provides the necessary standards which in turn improve the degree of the organizational system (Robbins and Judge, 2003).
Finally, organizational culture also acts as the behavioral mechanism which shapes as well as guides the behavior and attitudes of the employees (Robbins and Judge, 2003). The concept or phenomenon that organization culture is linked with the staff’ s attitude and behavior continues to prove to become relevant in the current workplace. Studies that have taken to evaluate the relationship which exists between organizational behavior and culture are continuing to be vast and paramount where the researchers have affirmed that there is a positive relationship between the two (Gelfand, Erez, and Aycan, 2007).
For example, a study that was undertaken to prove this positive relationship between organizational behavior and culture took to explain it using a universal model and the contingency model. On the one hand, the contingency model depicted that the organizations which perform excellently and are considered to be successful in their individual lines of operations have robust and positive organizational cultures (Adler and Gundersen, 2007).
Some examples of characteristics of such organizational cultures are innovation, aggressiveness, team orientation, stability, and attention to detail. However, this only holds if the individual, organizational culture fits the environment that the organization is in. On the other hand, the universal model depicts that if a given company intends to behave positively in the future, then it will need to have an organizational culture that focuses on three individual constituencies which include the stakeholders, employees, and customers (Adler and Gundersen, 2007).
Adler, N.J and Gundersen, A 2007, International dimensions of organizational behavior, Cengage Learning, London.
Alavi, M., Kayworth, T.R and Leidner, D.E 2005, An empirical examination of the influence of organizational culture on knowledge management practices. Journal of management information systems, 22(3), pp.191-224.
Bowen, D.E and Ostroff, C 2004, Understanding HRM–firm performance linkages: The role of the “strength” of the HRM system. Academy of management review, 29(2), pp.203-221.
Cameron, K.S. and Quinn, R.E 2005, Diagnosing and changing organizational culture: Based on the competing values framework, John Wiley & Sons, London.
Chenhall, R.H 2003, Management control systems design within its organizational context: findings from contingency-based research and directions for the future. Accounting, organizations and society, 28(2), pp.127-168.
Colquitt, J., Lepine, J.A. and Wesson, M.J 2011, Organizational behavior: Improving performance and commitment in the workplace, McGraw-Hill Irwin, London.
Gelfand, M.J., Erez, M. and Aycan, Z 2007, Cross-cultural organizational behavior. Annu. Rev. Psychol., vol. 58, pp.479-514.
Johns, G 2006, The essential impact of context on organizational behavior. Academy of management review, 31(2), pp.386-408.
Martin, K.D and Cullen, J.B 2006, Continuities and extensions of ethical climate theory: A meta-analytic review. Journal of Business Ethics, 69(2), pp.175-194.
Nishii, L.H., Lepak, D.P. and Schneider, B 2008, Employee attributions of the “why” of HR practices: Their effects on employee attitudes and behaviors, and customer satisfaction. Personnel psychology, 61(3), pp.503-545.
Ogbonna, E. and Harris, L.C 2000, Leadership style, organizational culture and performance: empirical evidence from UK companies. International Journal of Human Resource Management, 11(4), pp.766-788.
Ravasi, D. and Schultz, M 2006, Responding to organizational identity threats: Exploring the role of organizational culture. Academy of management journal, 49(3), pp.433-458.
Robbins, S.P. and Judge, T 2003, Essentials of organizational behavior (Vol. 7). Englewood Cliffs^ eNJ NJ: Prentice Hall.
Van Dyne, L. and Pierce, J.L 2004, Psychological ownership and feelings of possession: Three field studies predicting employee attitudes and organizational citizenship behavior. Journal of organizational behavior, 25(4), pp.439-459.
Verquer, M.L., Beehr, T.A and Wagner, S.H 2003, A meta-analysis of relations between person–organization fit and work attitudes. Journal of vocational behavior, 63(3), pp.473-489.
Weiss, H.M. and Beal, D.J 2005, Reflections on affective events theory. In The effect of affect in organizational settings, Emerald Group Publishing Limited, London.