Essays on Strong Organization Culture Case Study

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The paper 'Strong Organization Culture' is a wonderful example of a Management Case Study. The culture of an organization can be developed organically or through thoughtful and steady design and action. An organization’ s culture comprises of the behaviors, morals, approaches, and values, which workers use and share daily while at work (Powerful 2003, 20). The culture of an organization defines how workers describe their workplaces, how they comprehend it, and how they perceive themselves as constituting the organization (Schein 2010, 6). Moreover, culture drives actions, decisions, actions, and the ultimate general performance of the organization.

Successful organizations comprehend their culture and assume careful measures to promote and manage it effectively. In this light, the culture of an organization can be weak or strong (Schein 2010, 6). This paper describes the meaning of strong organizational culture, its positive and negative impacts, as well as the leadership role in establishing and managing organizations with strong cultures. Description of a Strong Organisational Culture The description of a strong organizational culture connotes one where most of its members share similar basic values and beliefs, which apply to the organization (Barney 1986, 656).

The participants in such an organization may adhere to the ethical procedures and perceived rules that are elementary to the organization, even in situations where such values are not openly specified by the organization. A strong organizational culture can be extremely instrumental for establishing a team where all the members have similar goals (Bass & Avolio 1993, 112). Working as a team to improve communication, or possibly efficiency with the management could comprise some of the objectives of such a culture. A strong culture is where the top management upholds its word, validates appropriate demeanor as the organization norm, and facilitates social reinforcement of integrity amongst its employees.

In this environment, the management fosters solid communication. The culture of an organization grows stronger when the upper-level executives generously communicate with the lower-level workers and vice versa (Alvesson 2012, 13). These firms normally adopt an open-door policy of communication with their employees. Good communication between a company and its employees normally averts conflict as workers grind through challenges they may experience. With strong communication, employees and departments can work together better.

A combination of these factors enables many organizations to perform better and gain better outcomes. Strong organization cultures produce products at a higher rate and of better quality compared to those with weaker cultures. Companies, which are not transparent and do not pass information well to employees may have a difficult time remaining in business. Strong organizational culture is attributed to superior organization performance (Powerful 2003, 23). Whereas this might not always be the scenario, many organizations with a strong culture tend to have superior results.

With a strong culture, employees and employers are happy. Positive and Negative Consequences from A Strong Organizational Culture Positive: Many early protagonists of organizational culture argue that a strong and pervasive culture is beneficial to organizations. This is because organizations with strong cultures foster sameness, motivation, identity, commitment, and solidarity, which, in turn, facilitates internal coordination and integration (Powerful 2003, 22). A powerful organizational culture will lure talent of a higher level. The high-ranking talent joining corporations desire to enter companies that provide opportunities for showing off their talents and for development.

The best workers can be choosy, but they are more likely to strongly consider joining companies with positive and effective organizational cultures. In such an environment, the workers will be able to get along with one another and they will show unity in their objective of improving the organization. A solid organizational culture is essential to a company as it assists in keeping up the firm’ s top-level talent. If employees love their job, they feel like appreciated members of their organization and are therefore unlikely to desire to shift to other organizations.

A powerful culture will not merely lure the best fresh talent but will assist in retaining them thereafter (Barney 1986, 657).

Bibliography

Alvesson, M 2012. Understanding organizational culture. Sage.

Barney, J 1986, ‘Organizational culture: can it be a source of sustained competitive advantage?’ Academy of management review, Vol.11, no. 3, pp. 656-665.

Bass, B & Avolio, B, J 1993, ‘Transformational leadership and organizational culture.’ Public administration quarterly, Vol. 12, no.37, pp. 112-121.

Cummings, T & Worley, C 2014. Organization development and change. Cengage Learning.

Fullan, M 2014. Leading in a culture of change personal action guide and workbook. John Wiley & Sons.

Naranjo-Valencia, J , Jiménez-Jiménez, D & Sanz-Valle, R 2011, ‘Innovation or imitation? The role of organizational culture.’ Management Decision, Vol. 49, no. 1, pp. 55-72.

Powerful, W 2003, ‘Leading by leveraging culture.’ California Management Review, Vol. 45, no.4, pp. 20-25.

Robbins, S, P & Judge, T 2012. Organizational Behavior 15th Edition. Prentice Hall.

Schein, E 2010. Organizational culture and leadership. John Wiley & Sons.

Ting-Toomey, S 2012. Communicating across cultures. Guilford Press.

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