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Organizational behaviorOrganization culture refers to the shared values, beliefs, actions and mind-set within the organization (Martin 90). These characteristics are due to the strengths, weaknesses, experiences and upbringing of the employees. These characteristics are the base that is laid to help the organization in achieving the goals that have been outlined. The leaders of the organization often lead the organizations attributes and shape the way the organization employees act. Culture can be said to be what the organization is and not what the organization has. The organizations with a strong and definite culture usually achieve better results than the organizations with a weak character.

This is because the firms with a strong character have a way of defining what to do, when to do it and how to do it. The management of the organization therefore imposes standards that will replicate the intentions of the organization towards achieving its goals. Strong and weak culturesA strong culture is well reflected by the firm when the personnel follow a certain way of doing things mutually without any regulation. This is because they have been exposed and skilled on what they should follow since they joined the organization.

Strong culture can be explained through cultures like the brand congruent culture. Through this, the employees are proud and passionate about their company and they share the vision, goals and objectives of the leaders (Martin 89). These employees always strive to give their best to the company. A leadership enriched culture is also a strong culture which is explained by the alignment of personal goals to those of the organizations. Leaders develop other leaders in the organization and they equip them with knowledge to make crucial decisions.

When there is a weak alignment with the organizations’ culture, then it can be said that the organization culture is fragile. This a display of weak leadership of the organization and it leads to lack of impulse and innovativeness (Parker 78). A weak culture can be recognized as a blame culture. This is where no one wants to take responsibility for certain actions. This brings distrust among the employees and gives no room for innovation (Cameron & Quinn 20).

Another weak culture is the multi-directional culture which is illustrated by loyalty to groups or certain departments. This diminishes teamwork and communication throughout the whole organization. Let and live culture is a feeble trait that is witnessed when people gang against another person and there is no significant growth in the organization. The culture of an organization should be the guideline for the achieving of the goals that have been set (Keyton 80). Therefore an organization culture is of the outermost importance because it represents the ambitions of the firm and its impact directly influences the performance of the organization. Changes in cultureAn organization may need to change its culture due to diverse rationale that affects its day to day operations.

To help in creating a sustainable organization culture, the organization has to offer administrative support and training to the employees. Through administrative support, the management gives an example of how the employees should act (Alvesson 40). They have to do this consistently so that the employees can learn from them through emulating them. Through training the organization is expected to teach new actions and define their limits.

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