Essays on Organizational Culture and Performance Case Study

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The paper "Organizational Culture and Performance" is a good example of a Marketing Case Study. Culture in any organization plays a forefront role in determining the performance of both the employees and employers. It represents the beliefs, principles, and values of members of any organization. Needle argued that there are products of organizational behavior that include, the strategy employed, style of management, national culture, market, product, and history (Hult, Hurley & Knight, 2004). However, management and leadership play a significant role in determining culture in an organization. This paper discusses the culture of my organization and how it helps improve performance. In the case of my organization, there is the practice of outcome-oriented culture.

My organization focuses on results, achievement, and action as some of the important values and norms for day to day activities. Norms can be measured by the amount of work that has been done by employees in my organization based on how they successfully cooperate. Some companies that practice this culture include Best Buy, which focuses on tallying revenues and income generated by employees daily in each and every department (Marcoulides & Heck, 2003).

However, my organization has focused on training and mentoring employees to work efficiently in their areas of jurisdiction. Leadership is at its best to see through this kind of culture. The fact that it focuses on performance shows how the organization is determined to perform well in the future, better than our competitors (Marcoulides & Heck, 2003). Outcome-oriented cultures in my organization are geared towards holding both the managers and employees accountable for success. It also uses systems that reward those who work hard and contribute a lot to the organization (Carson, 2005).

It is usually a norm to see rewards that are being tied to performance indicators that are opposed to seniority or loyalty. Research has found out that any company that focuses on outcome-oriented cultures usually perform better than those which have different cultures (Carson, 2005). Leadership in my organization Pelham & Wilson (1999) once noted that Leadership plays a significant role in the cultural setting of my organization just as it does in other agencies. It is up to the leaders in each department to affirm values that are shared amongst employees and employers.

One of the major ways that such leaders make sure they affirm and re-affirm shared values and norms is by storytelling. It plays a crucial role because when the staff members see that the leader or managers in various departments pay attention to their values, they felt relevant and cared for. It is incomparable to a situation where managers are not focused on the staff’ s welfare. When a leader in my organization gives out some directive, all the staff members will be willing to cooperate hence bringing about prosperity.

This is a perfect way of motivating employees to do their best in the organization. However, leaders in each and every category drive a sense to the workers that particular work is critical to improving the state of the organization and individual’ s welfare (Sø rensen, 2002). Leaders in this cultural setting are so much focused on reiterating goals that are shared by staff members. Values in outcome-oriented culture bring forth coherence over a period. This culture also plays a role in encouraging leadership forms among staff members.

It is not usually mandatory for one to be a manager to be an effective leader. One can lead from his or her area of jurisdiction (Marcoulides & Heck, 2003). This can be done by effectively upholding the culture of my organization. According to John Gardner, not all managers are in a position to carry out their daily chores like checking on performance and staff and allocation of resources (Marcoulides & Heck, 2003). However, the leaders that are not allocated to such chores, in my organization, usually ensure that those tasks are attended to and assigned to other staff members within a particular period.

Inspiration and motivation imparted by leaders in an organization to employees work well as compared to pushing them to do the right thing. The outcome will be better than forcing one to do what the organizational culture features (Hurley & Hult, 2001).

References

Carson, C. M. (2005). A historical view of Douglas McGregor's Theory Y.Management Decision, 43(3), 450-460.

Hult, G. T. M., Hurley, R. F., & Knight, G. A. (2004). Innovativeness: Its antecedents and impact on business performance. Industrial marketing management, 33(5), 429-438.

Hurley, R. F., & Hult, G. T. M. (2001). Innovation, market orientation, and organizational learning: an integration and empirical examination. The Journal of Marketing, 42-54.

Kopelman, R. E., Prottas, D. J., & Davis, A. L. (2008). Douglas McGregor's Theory X and Y: toward a construct-valid measure. Journal of Managerial Issues, 255-271.

Marcoulides, G. A., & Heck, R. H. (2003). Organizational culture and performance: Proposing and testing a model. Organization science, 4(2), 209-225.

Ogbonna, E., & Harris, L. C. (2000). Leadership style, organizational culture and performance: empirical evidence from UK companies. International Journal of Human Resource Management, 11(4), 766-788.

Pelham, A. M., & Wilson, D. T. (1999). A longitudinal study of the impact of market structure, firm structure, strategy, and market orientation culture on dimensions of small-firm performance. Journal of the academy of marketing science, 24(1), 27-43.

Reigle, R. F. (2001). Measuring organic and mechanistic cultures. Engineering Management Journal, 13(4), 3-8.

Saffold, G. S. (2004). Culture traits, strength, and organizational performance: Moving beyond “strong” culture. Academy of management review, 13(4), 546-558.

Sørensen, J. B. (2002). The strength of corporate culture and the reliability of firm performance. Administrative science quarterly, 47(1), 70-91.

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