The paper "Organizations Culture and How Is It Formed" is a great example of management coursework. Culture fills all facets of any society. It is the basic fabric that joins people together. Culture orders taste in, clothes, music, and even political as well as idealistic views of a group of people. Not only do we share culture, but also it is stable and deep. Nevertheless, culture is not existent simply as a communal phenomenon. Organizations, both small and large, hold fast to a culture. Organizational culture decides how an organization functions and how its members outline events both inside as well as outside the organization (Peter and John, 2004).
In this paper, the basic ideas of organizational culture are going to be explored. It describes what the organizational culture, its significance, its formation, as well as the existing diverse types of organizational cultures Many definitions of organizational culture exist. A variety of scholars give culture the definition how an organization goes with reference to meeting its objectives as well as missions, how it solves problems, or as an intensely rooted worth that forms the individual’ s behavior within the group.
According to Trice and Beyer (1984), organization culture is any social system arising from a network of shared ideologies consisting of two components: substance-the networks of meaning associated with ideologies, norms, and values; and forms the practices. Members get the meanings, which are expressed, affirmed, and communicated. In its completely organizational culture, comprise an organization’ s communal values, behaviors, symbols, as well as assumptions (Igo and Skitmore, 2006). It is important to note that no culture of an organization exists on its own.
Every one organization will exhibit the main culture, but will also include portions of other cultures typically in the variety of sub-cultures. It also is particularly vital to acknowledge that no culture is the correct culture. Anyone culture can turn out to be functional or dysfunctional. The culture in an organization must be in shape with the competitive environment furthermore allowing the organization to meet its aims and missions. All cultures have a life cycle, which is characteristically examined to see if it still fits the requirements of the organization (Walker, Symon and Davies 1996). There are four types of cultures.
The first being the support culture, which operates like a tiny society where people trust and support each other. Members of this culture cooperate ensures everybody is mutual on an idea, in addition to doing all that they can to determine conflict. They consist of excellent communication and outstanding service both external and internal. This culture produces a nurturing environment characterized by members liking to spend time together and may lead to personal and professional lives become blurred. When a support culture develops into dysfunctional, the individual needs are placed over those of the organization.
Due to an obligation to the agreement, decisions are made slowly. Support cultures tend not to be very task leaning. Too much time used up together promotes personal differences that often deter work in addition to ruining the exceptional service that is a characteristic of support cultures (Smircich, 1983). The second culture is the power culture, which originates from central power in an enigmatic leader. This leader takes action unilaterally and decisively, but always places the organization’ s best intentions in mind.
Power cultures are very involving to the people inside the organization. Most of them will always delay in the offices until late nights and work on weekends in the office. Since expectations are clear and loyalty is acknowledged and rewarded, motivation is not a setback. In a dysfunctional phase power, cultures produce organizations that are inefficient organizations where everybody waits for appreciation before advancing on an idea. This is witnessed in organizations that are too large for an individual to maintain all the authority and control. Employees may also use a lot of time playing political games and attempting to curry favor with the boss instead of doing the actual working.
Such members often become burned out; furthermore, disloyal workers face a hostile and cruel environment (Thomas, Ward, Chorba and Kumiega, 1990).
Peter L, John C, (2004). "The effect of organizational culture and leadership style on job satisfaction and organizational commitment: A cross-national comparison", Journal of Management Development, Vol. 23 Iss: 4, pp.321 – 338.
Igo T, Skitmore M, (2006). Diagnosing the organisational culture of an Australian engineering consultancy using the competing values framework. Construction Innovation, 6(2), pp. 121-139.
Walker H, Symon G, Davies B. (1996). “Assessing Organizational Culture: A Comparison of Methods.” International Journal of Selection and Assessment. 4(7):96–105.
Thomas C, Ward M, Chorba C, Kumiega A.(1990). “Measuring and Interpreting Organizational Culture.” Journal of Nursing Administration. 20:17–24.
Smircich L.(1983). “Concepts of Culture and Organizational Analysis.” Administrative Science Quarterly. 28:339–58.
Goffee R, Jones G. (2000). The Character of a Corporation: How Your Company's Culture Can Make or Break Your Business. London: HarperCollins Business.
Hofstede G. (1994). Cultures and Organizations; Intercultural Cooperation and its Importance for Survival. London: HarperCollins. Available at
Understanding Organisational Culture. (2011). The stairway consultancy. Available at
Mandy Varley. (2011). Can organizational culture make your communications clearer? Charitycomms.
Egan, Michelle, (1997). Modes of business governance: European management styles and corporate cultures. West European Politics; Vol. 20 Issue 2, p1
Marshall, Stephanie, (1993). Managing the culture: The key to effective change. School Organization; Vol. 13 Issue 3, p255
Goldstein, Michael, (1996). Firm culture--what is it? CPA Journal; Vol. 66 Issue 6, p12
Bird A. (1996). Keys to corporate culture: Vision, flexibility, consistency.
American Banker; Vol. 161 Issue 130, p17
Faulkner, D. (1998). Creating a culture. Credit Union Management; Vol. 21 Issue 4, p42
Juechter W. M, Fisher C, Alford, R. J. (1998). Five conditions for high-performance cultures. Training & Development, Vol. 52 Issue 5, p63