The most appropriate organizational culture - Article Example

The Most Appropriate Organizational Culture While before, general knowledge is usually taught in order that can qualify into whatever job becomes available regardless of the field of study pursued, in this modern era they are encouraged to enrich their talent, thus the rise of academic courses designed specifically to meet their needs. I belong to the group that started giving due regard to their particular interest at an early age. In addition, there is the drive to heighten the level of competence and get ahead of the others.

The mindset is “what I can offer the company that I will choose to work with”, and not the other way around. For this reason, I feel comfortable to form part of an organization with a culture that values talent, entrepreneurial activity, and performance over commitment; one that offers large financial rewards and individual recognition. I believe that equal opportunities for career growth should be presented to all employees, and not much weight on the length of service. The latter is not even a reliable basis of company loyalty.

Just because one has been with the company longer than the other, it does not mean he or she can do the job better. A good performance deserves recognition, and I suppose this determines the employee’s work morale, camaraderie, and dependability. A single performance incites a chain reaction that benefits the team, the management, and the organization as a whole. I do not consider myself a “one man show” for I too enjoy aiming for the goal next to my colleagues; nevertheless, changes are inevitable and opportunities are everywhere.

People better themselves in all aspects, and I cannot stay in one place for good when far better prospects present themselves, and when there are related decisions that must be made. Organizational culture “conveys a sense of identity to employees, provides unwritten and unspoken guidelines for how to get along in the organization, and enhances the stability of the social system that they experience” (Cameron and Quinn 6). Needless to say, employee behaviors are influenced by the type of culture an organization exhibits.

When altered, it will distress an employee’s “comfort zone”, and tendency is for the employee to leave the company and move to another that offers the culture that he sees fit to stay with. The culture discussed will not remain as it is forever. At a time of depression, the company may not be capable of rewarding performances, and will require the unconditional effort of the team to get back to its own feet. Similarly, when a change of management occur, the organizational culture will also change, and it will not be fortunate if the changes will not correspond to the culture that the employee has been accustomed to.

Works Cited Cameron, Kim S., and Quinn, Robert E. Diagnosing and Changing Organizational Cutlure: Based on the Competing Values Framework. California: John Wiley & Sons, Inc., 2006. Print