The paper "What Is Your View of Organizational Culture" is an outstanding example of management coursework. Every organization has its culture and uses it to achieve set goals and objectives in the organization. It is dynamic and influenced by the workers who are the immediate custodians of the organizational culture. Organizational culture is the idea which is in the organizational studies field that is concerned with the description of attitudes, psychology, values and beliefs of an organization. It is the collective values and norms that are shared by individuals and groups that are responsible in running the organization, and this determines the manner in which they relate in the organization and with the stakeholders (Schein 2010, p. 365). Organizational culture defines the image of the organization because it is set on mental assumptions that are responsible for guiding organizational actions and interpretations that are geared towards defining appropriate behavior that is applied in various organizations.
Organizational culture is derived largely from organizational values that include personal perspectives of viewing things that are concerned with members of the staff (Alvesson 2002, P. 56). Organizational values are the beliefs and ideas about the behavioral standards members of the organization are supposed to set so as to be able to achieve appropriate behavior that is relevant in achieving the set goals and objectives.
Culture is dynamic and should be changing towards the better parts, but not a retrogressing day in day out. The manner in which members of an organization set an organization to be perceived by members of the public, that will the culture associated with that organization. If the members are corrupt, the stakeholders will hold them with contempt because they know the organization is corrupt (Brenton and Driskill, 2010, p. 16). All the organization’ s participants are conversant with the culture of that organization.
It is the collective manner in which things are done in an organization and involves a set of behaviours that are learned or mastered in the organization. In an organization, there is no absolute culture, but relative culture because no one is in a position to create a culture that best fits the organizational future direction (Teegarden et al. 2010, p. 8). Organizational culture can be observed and identified in a variety of ways.
How the organization communicates with its members is an indication of whether their culture is a stumbling block to progress or not. Communication needs to be checked alongside feedback and the manner in which both are done (Schein 2010, p. 370). Coordination of projects in the organization is also a checkpoint on how things are done in the organization and this should help one to know if there is the consistency of a way of doing things in the organization or if the culture observances are the retrogressing factor in the organization.
In some ways, culture can bring back or slow down the responses of some workers because they have to work according to the laid instructions (Brenton & Driskill 2010, p. 16). Some cultures are drawbacks in the organizational progress because they do not give room to autonomous thinking of the individuals. They categorically reduce members of the organization to machines of duplicating whatever that is told to them and passing it forward in the same manner without adjustments. In these behaviours, one can a mistake that can negatively impact the progress of the organization (Alvesson 2002, P. 56).
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