The Culture in Pathlab and its Affect on the Participants - Research Paper Example

The Culture in Pathlab and its Affect on the Participants Introduction Many organizations perform poorly because the workers are not comfortable with the culture in the organization. This means that the cultural processes within organizations play a vital role in helping them to handle the concerns arising from the external environment. Currently, leaders of organizations find it hard to create a culture that encourages high performances. Since the success of firms is dependent on the organizational culture, creating an appropriate culture is important. According to Rowe and Rapp-Paglicci (2008), as new leaders emerge in organizations, they are usually prepared to introduce positive changes in the organizations. However, the existing cultures in the organizations make the workers resist the alterations that the new leaders initiate. As stated by Nelson (2012), the cultures in corporate echelons determine the nature of leadership within organizations. Good leadership ensures proper interactions between the leaders and the workers at the lower hierarchy. In many organizations, the employers and the leaders are usually out of reach. This is not a good culture since the members of the firm at the lower levels cannot feel the effects of their leadership. Additionally, this makes the job more impersonal and can unpleasantly affect the workforces’ motivation. Cameron and Quinn (2011) indicate that culture in an organization affects the operational practices. In Pathlab, the cultures fail to encourage teamwork since they concentrate on the individual initiatives. Teamwork in organizations is vital since it increases the degree of productivity. The workers in Pathlab fail to behave in a similar manner as workers in organizations that encourage teamwork since the workers are less cohesive as they are very competitive among themselves (Cameron & Quinn, 2011). Furthermore, workers’ welfare is usually ignored in firms with poor organizational cultures. The leaders in such organizations should not expect the workers to behave in a similar manner as workers in the organization that treat their workers well. For instance, firms that provide incentives to their workers can perform well since such persons would be motivated. Additionally, the provision of free transportation to work places can make the employees feel valuable; hence, they will be encouraged to give their best. Objectives i. To determine how the culture in Pathlab affects it participants ii. To determine how the organization can improve its culture iii. To determine the challenges that organizations face while implementing their culture Background The culture in Pathlab firm can affect its participants. As evident in many organizations, the corporate cultures influence the worker’s thoughts and actions (Nelson, 2012). Additionally, they determine the outsiders’ perceptions of a firm. As the organization influences the ways its workers act in the firm, the performances of the organization are subject to unconstructive or positive repercussions. If an organization has an environment, which employees detest, it can make them perform poorly (Nelson, 2012). However, if the firm propagates a setting that everyone is comfortable with the chances of high performance are high. For instance, creating a culture of trust in a firm can lead to high productivity because persons would be satisfied with their jobs. Furthermore, the culture of trust can make the organization retain its workers while augmenting the consumers’ loyalty. Pride, Hughes and Kapoor (2012) state that the company’s culture will always determine its effectiveness since different firms have different cultures. As such, the culture in Pathlab organization is vital since it determines the characteristics of effective events; furthermore, they denote their psychological influence on workers. The culture effectively determines how the members of the firm will feel about their roles (Pride, Hughes, & Kapoor, 2012). The existing culture in Pathlab can also affect the workers’ intellectual assets (Pride, Hughes, & Kapoor, 2012). Furthermore, the rules and the forms of incentives used by the firm influence human capital, the workforce performance, and dedications to the firm (Pride, Hughes, & Kapoor, 2012). For instance, if the company develops a culture that recognizes its workers, it can encourage them to be more creative resulting in an increase, in the firm’s performances. Moreover, it can encourage the growth and enrichment of human growth. Literature review According to Weiten (2007), cultures in organizations are common beliefs and expectations that the participants embrace. They also express the ways in which things should be within organizations, and approaches that members within the firm should embrace while interacting with the outsiders. The cultures often develop to enable the firm adapt to external competition, to sustain its survival, and encourage internal integration. Indeed, Weiten (2007) indicates that the community surrounding an organization can influence the creation of its culture. According to the researcher’s observations, cultures in organizations affect how the workforces interact with consumers. If a firm’s, culture fails to match with the workforce, the chances of reduced performances and lack of job satisfaction would be high. However, if a firm has positive culture, its performance often assumes a constructive dimension (Pride, Hughes, & Kapoor, 2012). Hence, it is vital for leaders in organizations to be aware of the correlation between performance and cultures in organizations, in order to address the impacts of the firms’ culture (Pride, Hughes, & Kapoor, 2012). Furthermore, unpleasant cultures in firms can affect the recruitment process negatively as evident when the turnover rates are high. Negative cultures can also affects other elements in the organizations. For instance, due to the poor cultures, the workers may fail to report the unethical behaviors practiced by their fellow employees. Additionally, the negative cultures can lead to augmentation of stress level, and this can discourage creativity. Indeed, the organizations that exude positive cultures encourage innovation and workers treat the clients well. Moreover, the positive culture makes the workforce morale to escalate (Pride, Hughes, & Kapoor, 2012). According to Quinn and Cameron, a corporate culture affects the physical health, commitment and the morale of workers (Cameron & Quinn, 2011). Safety is part of a firm’s culture since it affects the physical health of workers. In organizations with positive cultures, the welfare of the workforce is highly considered. It is apparent that organizations that mind their workforce health have security systems installed in strategic places. The absence of such security systems means that accidents are likely to occur. This can result into high health care costs and erosion of the worker’s loyalty. Additionally, the accidents can results into high occurrence of deaths, which can force the organization to replace the workers leading to increased costs (Cameron & Quinn, 2011). The cultures in the organization can lower or increase the commitment of the workers. Cameron and Quinn (2011) state that rewarding the workforce and involving them in decision-making can boost their commitment to the firm by making them feel needed in the work place. Additionally, their participation in firm management will encourage them to produce innovative ideas that will help in solving the organizations’ problems (Cameron & Quinn, 2011). According to Nelson, an organizational culture can affect the confidence of its workers. The increase in the worker’s confidence makes them be risk takers; thus, encouraging innovation. An adaptive culture influences the participants of a firm positively. It facilitates modifications to meet the needs of the stakeholders, clients, and workers. Organizational cultures that are not adaptive lower the workforce morale since the leaders only care about their own interests (Nelson, 2012). According to Rowe and Rapp-Paglicci, the attitudes of the participants in organizations can change depending on the nature of the culture in the firm. Constructive cultures enable the establishment of norms that support teamwork and other activities that can make the corporate realize its goals. The characteristics of constructive cultures according to the researchers encourage recognition of achievements, and satisfaction of customers and employees’ needs. Additionally, organizational culture can influences organization changes negatively or positively. When the culture contrasts with change, the workers will not accept the change; hence, it is vital for the leaders to know how the culture in a firm affects change in a firm (Rowe & Rapp-Paglicci, 2008). Methods In order to offer detailed explication of the subject under study, I sourced both the primary and secondary data. In particular, the extensive literature review facilitated my elaborate survey of relevant published materials; for example, books, journals and online databases. The above literature review was significant in my familiarization of the subject of study. Consequently, I employed diverse interviews including formal interviews, group interviews and qualitative interviews. In the formal interview, I designed well-defined questions and noted the answers according to certain interview rules. For instance, the interview questions sort to explore different facades of the phenomenon of change in Pathlab organization (Nelson, 2012). In addition, the group interviews facilitated the creation of first hand data on how the employees of Pathlab handled different aspects of change. Consequently, the employment of different qualitative interviews during the conduction of the research was significant. For example, I was able to achieve several independent data. The selection criterion of the participants was through random sampling. The above category of sampling informed my decision as a researcher to narrow down to simple random sampling. For instance, I selected 40% of employees of Pathlab organization out of the entire employee population. This was made easy using an effective table of haphazard numbers (Cameron & Quinn, 2011). I classified all the employees putting their names in a hat, then did a subset selection according to the positions they hold in Pathlab organization. After the selection, I was ready to administer my interview questions to the selected sample group. It is paramount to note that I ensured all the employees had equal chances of representation in the research. In addition, the employment of an open-ended questionnaire revealed the following open-ended questions. Question design: 1. What is the length of your service at Pathlab organization? 2. What is your view of the effects of elaborate cultures in Pathlab? 3. Do you think it is necessary for organizations to have cultures? 4. Is it necessary for Pathlab to improve its culture? Results and discussion From the results obtained from the employees, conduct basing on the cultural perspective, gradual changes are evident in response to workers ignorance in performance of duties. In Pathlab organization, cultural practices, visible in most human resources affect the recipient in a negative manner. Different ancient scholars had their individual understanding on the best way of conducting cultural observation in an organization. Therefore, there is significant involvement in underlining different theories to illustrate the uniformity of the cultural practices in all organizations. Regarding the results obtained above on employee conduct in observing and maintaining the norms of cultural functions in their working areas and relations, two ancient theories were exemplary looked at in comparing the scenarios (Cameron & Quinn, 2011). The theory of the most recognized scientist known as Max Weber cultural theory explains the major points of themes expected, conducted, maintained, and observed in organizations such as the Pathlab groups. Max employed various mechanisms in summing up the whole phenomenon and relevantly engaging in uniformity of facts in generalizing the discussions. He ruled out on the conduct and productions of massive cultural contents in the organizations. Further states that cultural practices in an organization, used for the extent of entertainment purposes to elevate the employee confidence in the field thus making them achieve high quality and required quantity of outputs. He suggested that culture in an organization serves the aim of creating and establishing uniformity of the results. Gives further notifications that one individual in an organization cannot keep up the culture practices but working closely with workmates help in achieving the sustenance of culture practices (Nelson, 2012). Weber gave out the several elements of guidelines to follow in maintaining facades of culture practice in an organization. Evidently, facets of a worker’s labor force and expression of materiality present diverse setbacks. Such specialization should uniformly train all employees to avoid the differences in processing the outputs. The pricing of the goods purchased and produced for sale, presumes the stable recognition of a range that becomes, familiarized by all human resources. In his observation, he depicts the theme of culture, which he named as production of massive civilization and further referred to it as popular culture studies or cultural school studies. The research he conducted in 1994 deduced and concluded that the young and newly recruited staff members tend to ignore the maintenance of set cultural values (Pride, Hughes, & Kapoor, 2012). In comparing the results, we obtained from interviewing the human resources of Pathlab organization and Max’s theory on cultural practices several analyses were finally obtainable and pointed out the differences. The conduct of cultural values in Pathlab organization based on the unit of ranks in different workloads sections. As evident in the research results, the culture in Pathlab has deficient; thus, portraying a great decline because of lack of serious employee commitments in observation of the set organizational norms and ethics. This affects the employees negatively in performing their corporate tasks. Clearly, this performance is based on sectional units that weaken the stuff morale in working. The explained theory emphasized and encouraged the commitment of each one in the whole universe to play a role in maintaining the organizational cultural standards. As a witnessed incidence, this shows a great change in cultural maintenance. The results of the above phenomenon clearly set out on the negative effects of the final outputs in Pathlab industry. The research shows that the consequences of the negative employee behavior tend to lower down the output thereby reducing the employees’ morale. Poor quality of output results in not meeting the set production standards of the organization. In general, the condition worsens without their knowledge. Then this shows that if the ancient theory explanation was to be followed. As such, anything in regard of the culture was to be witnessed growing towards a positive point (Nelson, 2012). According to Steward cultural theory, he decided to show it in different forms from the other theory in that it takes a different direction of explanation of facts in summary points of forms to give out the results clearly. He conducted the research of his summaries in a period of 20 counted years that he established that culture can be conducted on hierarchical orders. The change of culture includes both the complexities and continuing processes. In his theory, such methodological changes employ the aspects of multiline evolution, socio-cultural integrations, operational concepts, and national socio-cultural ideologies. Steward’s theory was set in a concept, procedures, and methods that fit the given organization under the view of change of culture. The culture changes in these extract centered on the labor cycling in organizations and hierarchical systems as stated. Conclusion In conclusion, findings from the research indicate that organizations need to establish unique cultures to their organizations. For example, the presence of a culture in Pathlab would create unity among the employees. Any culture creates cohesion, which further ensures that the organization achieves its targets within the stipulated time. Therefore, it is evident that if employees of Pathlab engage in the practice of a known culture, it is possible for them to increase the profit levels of their company. In addition, I found out that for any organization to adopt aspects of culture, its management must register commendable support. Further, there can be negative changes in the employees if they fail to participate in the design of the organization’s culture. My research established the like hood of decreased employee performance in cases of unplanned cultures in Pathlab organization. The absence of a department that foresees the effective running of the culture in Pathlab organization results, in many setbacks in Pathlab. For example, the number of interviewed employees in the research that responded to the final question in the questionnaire was alarming. It is apparent that 98% of the respondents in the study offered an affirmative answer to that question (Rowe & Rapp-Paglicci, 2008). Recommendations i. There should be professional establishments of a department, which manages all the issues about change in an organization. For example, this department should offer suggestions of plausible changes to the employees of Pathlab. This department should further ensure that all employees follow the culture of Pathlab. Consequently, this follow up will facilitate the establishment and sustenance of an institutional culture within Pathlab organizations. ii. There should be establishment of policies, which encourage employees to embrace different facades of culture. These policies should be designed in such ways that the introduction of the phenomenon of culture is appealing to the employees. Pathlab should ensure that it spares extra funds for further research on the importance culture. This will enable its employees to determine which cultures are more beneficial and in turn sustain the established culture. References Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. San Francisco, CA: Jossey-Bass. Nelson, D. L. (2012). ORGB. Toronto: Nelson Education. Pride, W. M., Hughes, R. J., & Kapoor, J. R. (2012). Business. Mason, OH: South-Western Cengage Learning. Rowe, W., & Rapp-Paglicci, L. A. (2008). Comprehensive handbook of social work and social welfare: Volume 3. Hoboken, N.J: John Wiley & Sons. Weiten, W. (2007). Psychology: Themes and variations. Belmont, CA: Thomson/Wadsworth. Appendices Appendix A: INTERVIEW QUESTIONS What is the length of your service at Pathlab organization? What is your view of the effects of elaborate cultures in Pathlab? Do you think it is necessary for organizations to have cultures? Is it necessary for Pathlab to improve its culture? Why do you think so? Appendix B: TRANSCRIPT Transcript of one of the interviewees Interviewer: Student Interviewees: Human resources of Pathlab organization Interview Setting: The conduct of the interview was in various departments of Pathlab organization. There was a variation in the interview time of each interviewee because of the ethical concern of not disturbing operations of Pathlab during the interview Commencement of the Interview Interviewer: What is the length of your service at Pathlab organization? Interviewee: I have been working at this organization for the past three years. Interviewer: What is your view of the effects of elaborate cultures in Pathlab? Interviewee: The establishment of an elaborate culture system will increase productivity amongst us employees because of the order the culture creates. Interviewer: Do you think it is necessary for organizations to have cultures? Interviewee: Yes Interviewer: Is it necessary for Pathlab to improve its culture? Interviewee: Yes Interviewer: Why do you think so? Interviewee: I have great conviction that the current culture can serve the organization in a better manner if it undergoes some improvements for example, the inclusion of contemporary practice. Read More