How Culture Is Expressed in the Organisation - Essay Example

Organizational Culture Student’s Name Institution Affiliation Option B: Organizational Culture Organizational culture refers to the basic pattern of shared guiding values, beliefs, behavioral norms, as well as basic assumptions, which members consider the right way of thinking and dealing with problems and opportunities facing the organization (Robbins & Sanghi, 2007). It helps in defining what is important or not important in an organization. The different aspects of culture are acquired over time and shape the behavior and thinking of organizational members-they are a component of the organization social fabric. As such, organizational culture usually drives the organization and guides the behavior of all persons in the organization-how they feel, think, and act. The factors that define culture are partly internal-based on the unique organizational character and partly external as they are determined by the experiences and background that the management and the employees bring to the organization. Organizational culture is a major determinant of an organization productivity-it shapes the organization response to external pressure and improves or suppresses the cooperative effort levels of the employees. It has an important bottom-line effect on an organization profitability, effectiveness, as well as shareholder value. Organization culture can be expressed through shared behavior such as organization collective beliefs, cultural values and norms, feelings, and assumptions about what should be and which things are good and which are not. Martins and Terblanche (2003) noted that organization values and norms have a strong impact on all the people attached to the organization. Organizational culture can also be expressed through shared assumptions, which represent members’ belief regarding human nature and reality. The assumptions and beliefs are reflected in the procedures, rules, and reward systems of the organization. Ashkanasy, Wilderom and Peterson (2011), found that in most organizational and work cultures and climates, the positive-culture norm entails positive member-supporting values, practices, symbols, assumptions, rites and other elements, which influence work experience for every individual employee (Jordan, 2003). Corporate culture is also expressed in the way employees deal with customers and address customer needs and wants, the way that they deal with one another, for instance the link among different departments and communication styles and the ways that managers and leaders develop, reward and motivate people in the organizations. These are components, which are usually very visible in an organizations culture; they are interconnected with each other and when one changes, the other two usually adapt to the change (Ricardo & Wade, 2001). The behavior patterns are the groundwork on which most organizational cultures are constructed. The manner in which employees dress, respond to customer complaints and questions and performance is assessed are aspects that make up and reinforces the organizational culture. Generally, beliefs refer to basic assumptions that employees hold about the world and the way it works. They are perceptions regarding the association between outcomes and events, for instance, “people who work hard should be rewarded.” Values reflect the employees underlying beliefs of what should be or should not be. They usually guide behavior and are reflected in the manner people act in an organization-they help keep employees headed in the right direction. Values are not directly discernible, however they characterize the background, which determines employees’ behaviors and are frequently directed or espoused by the leader and consequently assimilated into the group behavioral patterns. According to Schein, organizational culture is usually embedded in leaders and they also play an important role in strengthening it-good leaders usually create and shape organizational culture through embedding their assumptions in goals, missions, work procedures and structures. Individuals attribute their behavior to stated values. A company values are the core of the organizational culture. Whereas the company vision articulates its purpose, values usually provide a set of guidelines on the mindsets and behaviors required to achieve the vision. For instance, some companies have clearly articulated set of values, which are usually communicated to every employee and entail the way that a company promises to uphold professional standards, treat colleagues, and serve clients (Kerr & Slocum, 2005). Values play the important prescriptive function; leaders draw on them to set their agenda and goals. They use the values to explain and justify their objectives to the employees. Behaviors refer to observable actions that comprise the way people actually operate on a daily basis (Brooks, 2006). They make up most of the visible level of culture as they consist of observable indicators. Whereas beliefs usually reflect intent that are mostly hard to discern, behaviors can be verified in a way that is more objective (for instance, through observable events or actions). How conflict is managed, how decisions are made, what people wear to the office, the people they talk or do not talk to and where employees parks are some of the kind of behaviors, which are associated with an organization culture. Assumptions refer to the unconscious rationale that is used for continuing to apply specific behaviors and/or certain beliefs. Basic assumptions are usually very hard to change. Schein (1992) argued that when basic assumptions are held strongly in a culture, it is usually unlikely for members of the culture to act in a manner contrary to the assumptions. Beliefs and assumptions usually grow out of values-they characterize the deepest level of organizational culture. Organizational culture usually relate to the organizational structure viewed through the assumptions, beliefs and values of its members. Organizational culture can also be expressed within organizations using symbols. Symbols can play a key function in defining the structure of culture and eventually guiding the behavior of the employees in an organization (Jordan, 2003). Organizations can use symbol to create as well as implement organizational culture. Businesses can use symbols to create and enforce a corporate culture. Symbols are an important component of organizational culture. Symbols present the values of the company in an easily understood format (Jordan, 2003). By using different types of symbols like stories, logos and ceremonies, a company can reinforce it ideals in the minds of the employees. Symbols can shape the way employees in a company think about their organization (Jordan, 2003). Organization culture can be expressed using public symbols and this use of symbols can help create a solidarity sense between the employees. Organizational symbols express the principles of an organization in a simple manner such that the expressed ideas are easily reinforced. Symbols used in expressing organizational culture can be physical artifacts, ritualized events, and verbal stories. Verbal symbols are myths and stories that can be used to tell an organization’s history and to recall successes (Jordan, 2003). All organizations have their share of myths and stories that help in defining its history, struggles, and successes. The stories or myths can be in both oral and written forms and offer a compass for new employees and current employees. The verbal symbol maybe a story of the way an organization started with few founders in a space until it developed into a large company. In addition, the verbal symbol may be a story of the way a company beat competition to won over a significant market share. Another verbal symbol might be the story of how the company stood up to the competition and won over a large market share. Ritual events and ceremonies are also another form of symbols, which can be used in reinforcing organizational culture (Lunenburg, 2011). Company lunches, holiday parties, casual Fridays, award ceremonies, retreats, and yearly meetings are some of the mostly used ritual events which bring employees together and hold symbolic value for the organization. Various material objects can also act as symbols of organizational culture, for instance, company logo are commonly used as a physical symbol (Jordan, 2003). Status symbols such as a watch given as awards to high performers or dress code identified with the company can be a physical symbol employed to solidify organizational culture. Material objects such as employee awards, company products, status symbols, and corporate logos usually assume a different quality when a relationship develops between it and persons in an organization. An organization’s culture has strength and content and is related to its effectiveness and performance (Cascio, 2006). Where the organizational culture or norms is clear and supported, employees usually know the content and hence the culture is strong. A strong organization usually communicate clear role definition for those in management positions, has consistent guidelines and messages for the expected employee behavior and performance and set clear-cut goals as well as objectives for dealing with human resources which in turn plays an imperative function in helping maintain the culture. The organization leadership usually shape and support organizational culture-they influence the ideologies, assumptions and values of the organization culture. An organization mission or vision statements can also express organizational culture. They communicate the organization reason for being as well as the way its aims to serve the key stakeholders (Olsen, 2012). Employees, customers and investors are the stakeholders who are often emphasized. Mission statements usually include a summary of organizational values-values refers to the beliefs of a group or individuals and in the organization whereby they are emotionally invested. A company mission statement can express the guiding principles that communicate the values of the organization (Olsen, 2012). A company guiding principles may be to “To offer a great work environment and treat one another with dignity and respect”, “To embrace diversity as an important aspect in the way the company does business” “To develop enthusiastically satisfied customers all the time” “Develop enthusiastically satisfied customers all the time”. Such statements usually guide a company values and offer it a purpose. Consequently, the purpose usually orients each decision that the employees make. Keyton (2011) noted that mission statements are full of overt values and underlying assumptions, which shape an organization practices and the interactions and behaviors of the employees. Mission statement usually provides a foundation on an organization culture. Keyton (2011) further asserted that mission statements that are general, timeless, and applicable to all the organizational functions are powerful in creating a foundation of values and assumptions for organizational culture. Good vision statements, which are prominently displayed and deeply authentic, also help in orienting suppliers, customers, as well as other stakeholders. Organizational practices usually express organizational culture. According to Sagiv and Schwartz (2000, 2007), the common practices that develop in the organization usually reflect and express the values that constitute the organizational culture. Values are usually of very little importance unless they are reflected in employee and organizational practices. Some of the values reflected in employee practice include delivering quality, making a difference, being accountable, focusing on detail, meeting deadlines, being positive, being reliable, keeping promises, being honest, being tolerant, respecting other employees, respecting company rules and policy, being a team member, and helping others. When such workplace values are reflected in organizational practice, they help set the tone for the organizational culture and identify the things that an organization cares about. When workplace values are reflected in practice, employees are able to understand one another, they do the right things for the right reason and the common understanding, and purpose assists them in building effective working relationships. Values alignment usually assists the entire company to achieve its main mission (Olsen, 2012). When values are not aligned in an organization, employees usually work towards different objectives, with different intents, and with different outcomes-this damages work relationships, creative potential, job satisfaction and productivity. The organizational values should be reinforced in the promotion policies and review criteria, and embedded in the operating principles in the organization for them to be reflected in practice (Lunenburg, 2011). The employees have to share the organization core values and possess the ability and willingness to embrace the values in order to build a coherent culture. Schein (2004) asserted that the stronger the organizational culture, the better the organizational performance. Organizational culture expression helps organization effectiveness. It has a major impact on a company long-term economy performance and determines the success or failure of organizations (Schein, 2004). A constructive or adaptive culture is an important driver of performance. Organizational cultures that do not encourage adaptation (for instance, those that are highly reactive, bureaucratic, inward looking, risk averse, strives to maintain the status quo, and lacks creativity) considerably harm the ability of an organization to be responsive particularly in a changing business environment. An effective corporate culture helps to build commitment and price and offers the organizational members a sense of identity (Schein, 2004). Organizational members usually attain a sense of commitment when they identify with their organization and experience an emotional attachment to its vision, mission, as well as strategic objectives. Organizational culture also serves as a sense-making means-it offers a way for the organizational members to understand the meaning of things that happen in the organization. It also reinforces the shared value in the organization and serves as a control means for shaping employee behavior, for instance shared norms usually guide employees behaviors-it signals the behaviors that are appropriate and those that are discouraged (Schein, 2004). Organizational culture becomes a liability when the shared norms, values, and beliefs are not in line with the organization needs, its employee and constituents, as well as its capacity to adapt to the ever-changing business environment. A deeply entrenched culture usually makes it hard for an organization to adapt to changing conditions. Overall, organizational is one of the most important drivers of employee commitment and engagement. Generally, it plays an important function in facilitating strategic change. References Ashkanasy, N., Wilderom, C., & Peterson, M. (2011). The handbook of organizational culture and climate. California: Thousand Oaks. Brooks, I. (2006). 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