Organizational Culture and the Way It Can Be Expressed within Organizations - Coursework Example

Running head: Organizational Leadership: Organizational culture and the way it can be expressed within organizations Student’s name Institution Course Professor Date The nature of culture working outside an individual’s awareness pushes for the need to understand it. A clear understanding of how culture operates will help in explaining the puzzling experiences in an organization. In addition to this, it will help a leader of an organization to understand how the employees will relate with each other within an organization. Culture determines how effective an organization will be in the long run (Schein, 2010). It is therefore necessary to have a culture within an organization if success is to be attained. This is an implication that each organization has its own culture. Culture and leadership are two things that go hand in hand and therefore cannot be separated. However, culture and organizational culture must not be confused. The two terms are related but have different meanings. Culture is a pattern of shared basic assumptions learned by a group as it solved its problems of external adaptation and internal integration, which has worked well enough to be considered valid (Schein, 2010). Organizational culture on the other hand refers to the values and beliefs of an organization (Schein, 2010). It encompasses all the principles, policies and ideologies that are being followed within an organization. Organizational culture only works within an establishment and it will decide on the way employees interact with each other. Organization culture is normally shaped by varied aspects of organizational life; for example interpersonal relationships, strategies and context. According to Schein’s (1992) theory, organizational culture can be defined as a pattern of shared basic assumptions that the group learned as it solved it problems of both external adaptation and internal integration. Those assumptions that worked well to be considered valid are taught to new members as an appropriate way to perceive, think and feel in relation to the problems highlighted. He considers culture to be a three-layered phenomenon. Wilkins and Dver, (1998), defined organization culture as a socially acquired and shared knowledge that is embodied in specific and general organizational frames of reference. Deal (1999) defined organizational culture as values, beliefs and behaviour that can differentiate one organization from the other. Schein, (1994), defined organization culture as a “dynamic phenomenon that surrounds us at all times, being constantly enacted and created by our interactions with others and shaped by leadership behaviour and a set of structures, rules and norms that guide and constrain behaviour. Organization culture as a concept of leadership is a vital component that can be used by leaders to grow a dynamic organization. Organization leadership does initiate culture formation process through imposing the assumptions and expectations on their adherents (Hatch, 1993). An established culture if accepted by all the stakeholders, then it become a strong leadership tool to communicate the beliefs and values of the leaders to their respective organizational members. Corporate culture is fundamental because decisions that will be made without the awareness of the operative culture force can have undesirable outcomes (Parker, 2000). There are three fundamental levels at which an organizational culture can manifest itself; observable artifacts, values and basic underlying assumptions. Observable artifacts include the physical layout, smell and feel of the place, the dress code, the manner in which people address one another, emotional intensity, company records, and statements of philosophy, products and annual reports. Artifacts can be exemplified by two organizations one that adheres to the dress code and the other not having a follow up on the dress code (Schein, 2010). An organization that stipulates the right dress code can be said to have strict organizational culture. The other organization can be said to have weak professional culture. Coupled together with behaviour, it may depict what a group is doing but not the reason for that. These artifacts are palpable and harder to translate accurately. The espoused values include organization’s objectives, declared norms, and operating philosophy. However, it does not reflect everyday operations of the company. Schein (1992) also understates that it is always dangerous to make inferences from artifacts due to the fact that one’s interpretations are true projections of his or her feelings and reactions. This will take us to another level of organizational culture that is the level of underlying assumptions and values. Schein (1992) uses a good example of very informal, loose organization that can be interpreted as ‘inefficient’ if one’s background is based on the assumption that informality means playing around (Schein, 2010). On the other hand, a formal organization will be interpreted as lack of innovative capacity if formality is based on assumption of formality meaning standardization (Schein, 2010). The underlying assumptions are related to the learned solutions by the group to problems that are associated to both internal integration and external adaptation. Solutions to these problems will ensure an organization functions well and the whole workforce in the organization works together in an organized and predictable working community (Schein, 1992). Gagliardi, (1985) argues that leadership has a pivotal role in organization culture most managers are involved in creation of culture’s underlying assumptions. Workers can identify with varied groups within an organization on the basis of gender, education and age. Various motives of individuals to do work such as seeking for security, challenges, risks and from an organization have an influence on how an organization culture is expressed (Parker,2000). Indeed cultures are historically developed, socially maintained and individually interpreted (Collins, 1998).Organizational culture can be expressed in terms of language, stories and rituals. For example, feelings, fantasy, emotions and expressions of beliefs that do affect people are key features in organizational change. Culture is created and sustained via shared experiences with the help of shared symbols. In terms of language, several vocabularies that are used in the organization express and shape different organizational cultures. Formation of an appropriate slogan can signal what the organization stand for especially if they are shared among the workforce. Stories are fundamental too, because they can transmit ideas, values and beliefs within an organization (Parker, 2000). Thus they provide clues on how to think and act in several circumstances in the workplace. Consequently, carefully staged and well executed rituals can create an ideal atmosphere that allows the expression of right ideas and values. Furthermore, frequent meetings held in the organization can have crucial cultural elements (Schein, 2010). Visible organizational structures and processes Goals, philosophies (Espoused justifications) Unconscious, taken-for-granted beliefs, perceptions, thoughts and feelings (ultimate source of values and action) Figure 1.Schein’s (1992) model of organizational culture Schein, (1992), understates the fact that if these elements of culture become inoperative, it is the manager’s responsibility to do something to speed up culture amendment. This is due to the fact that culture is not static but changes with the purpose of responding to the influences. The organization is required to integrate the informal networks whereby the linkage between naturally occurring group identity and organizational identity is broken. Indeed, the firm must work actively work to eliminate any possible identity-based interpersonal conflict. Culture normally specifies the various types of actions that are appropriate to be taken and where individual members stand in the social system. Shared values aid turn routine activities into valuable and important actions (Barney, 1986). The organization is tied to the important values of the society and will possess a very distinctive source of competitive advantage over its competitors. A strong shared understanding of what the organization stands for is often embodied in the slogans. Recognition of heroes and heroines who’s their actions and deeds have exemplified company’s shared philosophy and concerns depicts a strong corporate culture. Ritual and ceremonies beliefs in the organization are very important to every member and in building a common identity among the workforce (Deal, 1999. For instance, a belief that what employees and executive managers do is vital and that they are essential to share information and ideas. Moreover, the organizational myths are often accepted uncritically and usually help the managers to govern, facilitate experimentation and creativity as well as redefining impossible problems. Mostly held common assumptions can be traced to the larger culture of the host society (Garliadi, 1986). Thus most national cultures can be embedded in the expectations of members in the organization. In order to manage organization culture effectively, executive managers will be involved directly in the modification of observable culture, common assumptions and shared values (Schein, 2010). Organization culture is constructed socially and it is affected by environment and history and has many symbolic and cognitive layers. They are three core levels in which organizational culture is expressed. The physical environment and the symbols, language and the visible products created by the organization encompass the surface level. It welcomes all people of all racial and ethnic backgrounds (Deal, 1999). The values of the leadership in relation to goals and strategies represent the espoused values. Leadership in an organization advocate strongly on developing goals and strategies that will address the assets and needs of communities of colour at a programmatic level. The beliefs, thoughts and perceptions are among the basic assumptions that are integral to the way the organizations perform its duties and responsibilities. For example, the inclusion of a belief that everyone has a fundamental contribution to make within the organization. A commitment to inclusiveness is important to the foundation of an organization’s culture. A leader is required to communicate and actualize a clear vision of a diverse and inclusive organization, whereby the needs and assets of all people are valued and integrated into the organization (Barney, 1986). Organizational culture is deeded to value people from all backgrounds that will encourage them to utilize their skills and knowledge to heighten the performance of the organization. It is directly tied to the leadership style and philosophies of the leaders of the organization. The values and norms that are transmitted through the organization will be able to establish the permanence of the organization’s culture. The failure to allocate organization resources equitably will create cultures that will limit organization growth and any prospect of alternatives. Through organization culture, most organization leaders are able to sustain performance, build ethical and moral organizations and maintenance of competitive advantage (Barney, 1986). Consequently, a desired organizational culture is stable and flexible in their vision, values and mission however elastic in the operations and structures. The culture of an organization can reflect in the following forms; gender equality, equity in payments and philosophy that can guide the organization policies towards the employees and the customers. Therefore, the aspect of common or shared understanding is a fundamental component of organizational culture (Alvesson, 2007). Therefore, culture need to look as a context within which interpretations of organizational identity are created and intentions to influence organizational image are formulated. Balmer, (1995), described the visual schools of corporate identity and emphasizes graphic design and management through official corporate symbols that can draw attention on the visual aspects of corporate identity. Company such as Shell Oil usually makes strong and consistent use of their corporate name, colours and logos with sole objective of creating a monolithic identity for the organizations. Hatch (1993), further argued that identity involves how we define and experience ourselves and is influenced by beliefs and activities that are grounded and justified by cultural assumptions and values. The strategies and visions created are interpreted via culturally-mediated language such as stories, homour and stories (Brown, 1998). In the case of IBM International Corporation, it recognizes and encourages innovation and risk taking. The workforce is required to illustrate expert precision, analysis and detail. A web-enabled database will be able to track, quantify, qualify and analyze all production changes, production experiments and failure analysis. Furthermore, there is existence of shared meaning because each organization does have a wide expanse of control, empowered employees and talented cross-functional teams. The organization culture provides a supportive framework due to technological innovation and empowerment of the employees. Lou Gerstner, retired CEO of IBM, argues”Fixing the culture is the most critical and difficult part of a corporate transformation”. Google in 2007 focused on increasing the operational efficiency. It leveraged on entrepreneurial and meritocratic culture that is destined to address behaviours to contribute to cost excesses. Informing employees how the change will support the new business strategy and impact customer retention rates, as well as addressing employees’ concerns about their work-life balance and the firm’s standing as corporate citizen will enable a significant and sustainable change (Alvesson, 2007). Effective organizations are able to resolve contradictions without relying on simple trade-offs. Organization culture encourages debate and constructive conflict that will make workers feel valued and be able to utilize their background and skills in appropriate way thus improving the work of the organization. In other instance, favourable organization culture encourages people to be themselves with avoidance of unnecessary bureaucratic systems that can control and limit the activities of the people within the organization (Balmer, 1995). An organization is able to operate on a strong culture with the help of a coping mechanism or management leadership system. Therefore, the organization leaders are strongly encouraged to be associated in the creation and maintenance of organizational characteristic that will eventually encourage and reward collective efforts. The outcome of culture in the organization will not be limited to behavioural control, source of identity and encouragement of stability (Alvesson, 2007). References Alvesson, M. (2007).Understanding Organizational Culture, SAGE. Balmer, J.M.T (1995). Corporate branding and connoisseurship, Journal of General Management, Vol.21 No.1, pp 20-39 Barney, J.B. (1986). Organization culture: Can it be a source of sustained competitive advantage? Academy of Management Review, 11:656-665 Brown, A.D. (1998).Organizational Culture, Financial Times. Collins, D (1998). Organizational Change: Sociological perspectives. London: Routledge Deal, T.E. (1999). The New Corporate culture. New York, Peruses. Garliadi, P. (1986).The Creation and Change of Organizational Cultures: A Conceptual Framework. Organization Studies 7/2,117-134. Hatch, M.J. (1993).The dynamics of Organizational culture, Academy of management Review, Vol.18, pp.657-93. Parker, M. (2000).Organizational Culture and Identity. London: Sage. Parker, M. (1999).Organizational Culture and Identity: Unity and Division at Work, SAGE. Schein, E.H. (1992).Organizational Culture and Leadership (2nd desman Francisco: Josses-Bass. Schein, E.H. (2010).Organizational Culture and Leadership, John Wiley & Sons. Read More