Essays on Organizational Culture and Performance Coursework

Download full paperFile format: .doc, available for editing

The paper "Organizational Culture and Performance" is a perfect example of management coursework.   Organizational culture can simply be defined as the set of shared values, norms and beliefs that persuade the way the members of a given organization behave, think and feel. According to (Parker, 2000), culture is created by means of instrumental and terminal values, rituals, rights heroes and communication networks. The main way of keeping a high-level organisational culture is through the socialization process, whereby the workers within the organisation learn the expected behaviors, the values of the organisation as well as the social skills required to assume their roles in the organisation.

At times, an organisation may modify it’ s to fit its changing role in the competitive environment. Some of the main factors that must be considered when making such a change include: internal and external permitting conditions, the cultural visioning, competition, precipitating pressures, strategy implementation and reformulation of culture. A leader who understands the organizational culture usually delivers positive results because every organisation has a culture that has an essential influence on attitudes and behaviour of its members (Bunker et al, 2010).

The success of an organization depends greatly on the competencies of both leaders and employees. Organizational Culture and Performance Organizational culture can be defined as the feelings, beliefs, symbols and behaviors that are distinctiveness of an organization (Schein, 1997). Specifically, organizational culture can be defined as shared ideologies, philosophies, feelings, beliefs, expectations, norms, attitudes, assumptions and values (Dalglish & Miller, 2010). While there are considerable variations in definitions of the organizational culture, most definitions have the following characteristics: Norms. Certain specific behaviours emerge within a working group in an organisation that is considered acceptable or typical of the majority of its members.

Yardsticks and standards are outcomes of developed work-group behaviours, which are normally sanctioned by the group norms (DeVito, 2013). Observed behavioral regularities. During the interaction, the organisational members use a common language, rituals, terminologies and ceremonies related to demeanour. Philosophy. The established policies guide an organisation on how their employees and customers are to be treated. Dominant values. Organizations expect certain primary values to be shared by its members. A good example is schools, whereby high performance and low absence rates are the main values. Every organisation also establishes rules, which newcomers are expected to follow.

Climate is the overall atmosphere conveyed by an organisation, and the way in which customers, employees and outsiders interact plays a significant role (Bunker et al, 2010). No single characteristic can represent the essence of the whole organization, though all the characteristics taken collectively gives meaning to the concept of the organizational culture. The key elements for creating organisational culture include rites, rituals, heroes, values and communication networks. Values, which are the general criteria, principles and standards that guide the behaviour of all members of the organisation, are important during the development of the organisational culture.

Two kinds of values exist terminal and instrumental (Parker, 2000). Terminal values are the desired outcomes the organisational members seek to achieve. In most cases, excellence and quality are among these terminal values. Instrumental values, on the other hand, are the desired modes of behaviour. Many organisations adopt teamwork, high standards, maintenance and diversity as instrumental values (Cameron & Quinn, 2011).

References

Bunker, K. A., Hall, D. T., & Kram, K. E. (2010). Extraordinary leadership: Addressing the gaps in senior executive development. San Francisco: Jossey-Bass.

Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework. San Francisco, CA: Jossey-Bass.

Dalglish, C., & Miller, P. (2010). Leadership: Understanding its global impact (1st ed.). Tilde University Press.

DeVito, J. A. (2013). The interpersonal communication book. Boston: Pearson.

Flamholtz, E., & Randle, Y. (2011). Corporate Culture: The Ultimate Strategic Asset. Palo Alto: Stanford University Press.

Herzog, P. (2011). Open and closed innovation: Different cultures for different strategies. Wiesbaden: Gabler.

Marković, M. R. (2012). Impact of globalization on organizational culture, behavior and gender roles. Charlotte: Information Age Pub.

Murray, P.,Poole, D., & Jones, G. (2006). Contemporary issues in management and organisational behaviour. South Melbourne, Vic: Thomson Learning.

Parker, M. (2000). Organizational culture and identity: Unity and division at work. London: SAGE.

Robbins, S. P., & Barnwell, N. (2006). Organisation theory: Concepts and cases. Frenchs Forest, NSW: Pearson Education Australia.

Schein E. (1997). Organizational culture and leadership. San Francisco, CA: Jossey-Bass.

Download full paperFile format: .doc, available for editing
Contact Us