1. Organizational culture
Organizational culture works a lot like this. Every company has its own unique personality,
just like people do. The unique personality of an organization is referred to as its culture. In
groups of people who work together, organizational culture is an invisible but powerful force
that influences the behavior of the members of that group.
According to John McLaughlin (2015).Organizational culture is a system of shared assumptions,
values, and beliefs, which governs how people behave in organizations. These shared values
have a strong influence on the people in the organization and dictate how they dress, act, and
perform their jobs. Every organization develops and maintains a unique culture, which provides
guidelines and boundaries for the behavior of the members of the organization. Let's explore
what elements make up an organization's culture. According to Joanne Martin
(2015).Organizational culture is composed of seven characteristics that range in priority from
high to low. Every organization has a distinct value for each of these characteristics, which,
when combined, defines the organization's unique culture. Members of organizations make
judgments on the value their organization places on these characteristics and then adjust their
behavior to match this perceived set of values. Let's examine each of these seven characteristics.
According to Lizz Pellet (2013) the actions and behaviors of leaders used to be hard to observe if
the leadership wasn’t transparent or connected with their employees. Not so anymore with the
advent of social media. It’s no longer that serious of a challenge for leaders to have a wider
sphere of communication with the social tools that are available. Leaders can’t hide behind the “I
don’t have time to travel around and talk with employees” party line anymore.
The organizational Culture is a process of “sense-making” in organizations. Sense-making has
been defined as “a collaborative process of creating shared awareness and understanding out of
different individuals’ perspectives and varied interests.” Note that this moves the definition of
culture beyond patterns of behavior into the realm of jointly-held beliefs and interpretations
about “what is.” It says that a crucial purpose of culture is to help orient its members to “reality”
in ways that provide a basis for alignment of purpose and shared action.
Each business has an organizational culture no matter how big or small. A business can
informally develop a culture without the guiding hand of management or ownership, or the
company can create its own culture using a system of values and performance standards. A
manager's role in a company's culture depends on how the business wants the manager to interact
with other employees and how much authority the business gives the manager. A small business'
organizational culture may force a manager into the role of disciplinarian to police and correct
employee behavior. A manager functioning in this role may issue verbal or written warnings to
employees not operating according to the company's mission statement or operational standards
and conduct performance reviews to make employees aware of what areas require improvement.
A manager in a disciplinarian role may have a difficult time establishing interpersonal
relationships with other employees because workers see the manager as an authority figure first
and a coworker a distant second.
2. Conclusion
The goal of the organizational management and leadership concentration is to develop the
leadership and management skills of people who have caring hearts and the competency to act.
Organizational management and leadership courses provide students the opportunity to focus
their studies on specific leadership skills needed to facilitate organizational change within the
context of progressive management skills.Organizational culture includes the values, beliefs,
behaviors, norms and artifacts that connect the members of an organization. As in all other
cultures, organizational culture develops over a long period of time with the participation of the
members. Through studying or analyzing the culture of an organization, you are able to come up
with various conclusions. These include conclusions about the resistance of culture,
organizational performance, and communication and leadership styles. These conclusions can be
helpful for managers and consultants seeking to encourage better organizational cultures.
