Organizational Culture and Ways of Its Expressions in Organizations - Essay Example

Name Lecturer Task Date Introduction Yet culture is a powerful force operating beyond the understanding of many people (Hofstede et al., 1990), many scholars have argued that it has far-reaching effects on an organization and as a result these arguments, galore of organizational literature have emerged. The nature of culture working outside an individual’s awareness pushes for the need to understand it. Many people do not understand how people operate in an organization with respect to culture. Alvesson (2012, P. 1) finds that even for the top managers who claim to understand the importance of culture on many cases do not understand how individuals and organizations execute their tasks with regards to culture. Culture is therefore an important facet of any organization despite being difficult to understand to its highest level. A clear understanding of how culture operates will help in explaining the puzzling experiences in organizations. 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 and other anomalies which might emerge (Schein, 2010: 8). Similarly, it is crucial in the understanding of organizational life (Alvesson, 2012, P. 2; Martin, 1992, P. 4). Managers are always confronted with the task of employee resistance to change, problem in communication, employee failing to relate well and other issues. Arguments from different scholars have identified culture as the only solution to these issues. Notably, culture of one organization varies from that of another organization even for those in the same line. Organizational culture became a subject of discussion in the early 1940’s but despite this, little was done until 1980’s when much focus was put by practitioners on the same and the period was termed as the period of ‘corporate-culture boom’ (Alvesson, 2012, P. 7). Organizational culture has been discussed from different perspectives; materialistic and ideational perspectives, and disciplines. What has been more puzzling is a precise definition of the term and how it is expressed in organizations. In spite of the fact that there are thousands of organizational culture literatures, scholars are yet to give a precise definition of culture with respect to organizations. In the same way, little has been done with regards to how it is expressed in organizations and this is quite evident from few scholarly works delving on the same. Defining organizational culture and ways of expressions in organizations will be the subject of focus of this essay. Arguments will be supported by various literature works. A case study will be used to make arguments more clear. Definition Defining culture is a quite complex owing to the fact that there is no exact definition for this given by any of the scholars. In fact scholars have defined it differently. It is rather absurd that there has been an increasing interest in the cultural aspects of organization which is expected to address the issue but instead leads to more conceptual problems including defining the term itself (Dyer, 1982, P. 1). Also, the term originated from anthropology which gave a rather general definition from the one given with regards to organizations. Some of the definitions presented by scholars even contradict each other (Dyer, 1982, P. 1). A more precise definition of the term can be attained by looking at what various scholars have agreed upon. Some scholars such as Schein gave a general definition of culture. Others have defined the term in the context of organizations. Schein, (2010, P. 18) defined culture of a group as 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 and, therefore to be taught to new members as the correct way to perceive, think, and feel in relation to those problems”. However, he highlights the fact that not all groups have cultures. In fact, he argues that the term group or community can only be used if there is some sort of evidence of shared history (Schein, 2010, P. 21). In the context of an organization, Sun (2008, P. 137) defines organizational culture as a set of values, beliefs and agreements that are shared by members and they help the managers in decision making by providing the best ways of thinking. According to him, successful organizations are those which are having strong cultures characterized by commitment and teamwork. On the other hand, Lunenburg, (2011, P. 1) defines organizational culture as a set of shared values, beliefs and norms influencing the thinking, feeling and behavior of members. Other scholars who contributed in defining the term include Hosfede (1984, P. 21) who defines organizational culture as the “collective programming of the mind identifying members of one group from that of another.” Mentioned earlier, there are thousands of definitions of this term. Each scholar defines it using different wordings creating a significant variation between the definitions. However, all these definitions have some common characteristics. The common characteristics for all are; observed behavioral regularities, norms, predominant values, philosophy, rules and climate (Lunenburg, 2011, P. 2). Each of these definitions touches on these concepts. Manifestations of Culture Organizations express their cultures differently, even for those organizations in the same line of work. Organizational culture as a concept is quite difficult to understand fully in all dimensions. In fact, scholars such as Schein have gone ahead to explain culture in organizations under three levels. The three levels are different manifestations of organizational culture (Schein, 2009, P. 21; Schein, 1990, P. 111). They comprise of; artifacts, espoused values and underlying assumptions. Artifacts are those elements which can be seen, felt and heard (Schein, 2009, P. 22). Phillips & Gully, (2011, P. 482) presented a set of elements deemed to be manifestations of culture and they include; myths and stories, ceremonies and rituals, awards, office decorations, space allocations, dressing style and list of values among others. This first level is the most seeable level and it comprises of both behavior practices and physical characteristics of an organization. Manifestations in this level consist of elements such as; dressing styles, physical environment of an organization, technology levels, behaviors and attitudes of members (Madu, 2012, P. 1-2). On the other hand, espoused values are unlike the artifacts are not observable and they are stated precisely by the organization (Phillips & Gully, 2011, P. 482). A good example of espoused values is a sign hanged on the wall stating a specific ethical value required to be observed by members. Underlying assumptions are those “values that have been taken for granted after some time and they become organization’s culture” (Phillips & Gully, 2011, P. 483). Artifacts are the most common forms of expressions of culture used by many organizations to express their cultures. Florentina & Georgiana (2012, P. 373) highlighted the main elements of manifestation of culture and they include; symbols, rituals and ceremonies, rules, statutes and, stories and myths. Both the physical and non-physical elements of culture provide a quite medium through which managers can strengthen how an organization is required to function. As Lunenburg (2011, P. 1) highlights, the observable level of culture is the trivial where elements such as stories, ceremonies, heroes, organizational songs, structures and brands are found. Each of these elements describes the culture of an organization. A case Study Overview of Shell Oil Company A case study of Shell Australia Limited is a good example of how culture is expressed in many organizations. Perhaps, the best way to understand the culture of Shell Company is by giving an overview of the company and its operations. It is one of the world’s major oil and Gas Company that produces and markets fuels and other oil products in over ninety countries worldwide. Shell Company has a long history of operation initially dealing in antiques for a period and later shifting its trade to sea shells which gave its current name in oil business. Its operations were based in London which is currently known as Shell centre and it was initiated 200 years ago by a very hardworking and business oriented Marcus Samuel. He was later succeeded by his sons Marcus Junior and Sam. Initially, oil was only used as a lubricant and lighting. Technological advancements saw the diversification of oil use to other areas such as internal combustion engines therefore making its importation and exportation a thriving business. Marcus’s interest in oil business began during his Japan trip. Little did he know that he was laying foundation for what will today be the leading oil Companies. Shift into oil business was boosted by the advent of internal combustion engine in 1886 which increased demand for oil. Since its initiation, the company has expanded to other nations as well such as Australia especially after the Second World War. The principles and values of operation in all its branches are the same. Additionally, apart from dealing in oil products, the company has extended its activities to drilling and 1947 saw the first viable well being drilled in Mexico. In fact, currently the company has three lines of operation; upstream division dealing with exploration and production activities, downstream division dealing with oil refining, distribution and marketing, and project and technology division dealing with technical and technological services to the company. The same thing has happened to logo. It has undergone a number of changes. This includes changes in colors from the old black and white mussel shell logo to the current red and yellow mussel shell color of its logo. It is important to note that there was a number reasons pushing for these changes and among them was competition. The logo in itself is symbolic and represents the quality of shell company products and services, professionalism and values globally (Shell Company, 2013). Cultural Expressions The culture of Shell Oil Company can be best described by its values which have come a long way from the time the company was initiated and dealt in antiques. To understand how the culture of Shell oil Company is expressed by these rather abstract values, it is crucial to discuss them in detail and their implication on employees as they perform their daily tasks. As earlier stated, these values guide everyday activities in all branches globally and they are the key determinants of its success. The company’s reputation and top status is upheld by key values; honesty, integrity and respect for people (Shell Company, 2013). The company’s formulated principles are based on these values. Shell’s eight principles clearly depict company’s involvement in promoting trust, openness, teamwork and professionalism among its employees (Shell Company, “Shell General Business Principles”, 2013). All Shell Company Branches globally are required to comply with these general principles (Shell Company, “Shell General Business Principles”, 2013). Besides this, the company’s symbols such as its logo depict company’s culture. The day to day office mode of operation such as flexible working hours is also quite unique and it manifests company’s culture. Shell Oil Company’s culture has undergone tremendous transformation since earlier years. Looking closely at the key characteristics of the company’s culture, it is quite evident that they were sown by Marcus Samuel. For example, he was able to encourage his sons to uphold teamwork in supporting the family’s business to the next level. Being a major element of artifacts of organizational culture, symbols also portray an organizational values, beliefs and cultural assumptions. Symbols carry meanings which reflect organizational values, ideals, philosophies, beliefs and expectations (Florentina & Georgiana, 2012, p.373; Martin, 2012, P. 349). Symbols include the general architecture of an organization, physical layout, name of the organization and logos. According to Florentina & Georgiana (2012, P. 373), logos are major symbols for workers of an organization and its clients and, they represent their shared values and beliefs. In this regard, Shell Oil Company’s logo has undergone a number of changes from its original one adopted in 1901. The main aim of this was to align it with the organization’s culture. According to Shell Company, “The History of the Shell Logo” (2013), the word ‘Shell’ and the typical red and yellow pectin emblem have helped in promoting company’s reputation. The two symbols have represented quality of company’s products and services as a result of professionalism included in day to day operations. Stiff competition from other oil companies was also a major contributing factor towards the change of company’s emblem. Red and yellow are bright colors which are consumer friendly and were introduced in 1995 to represent the company’s new retail identity (“The History of the Shell Logo”, 2013). In addition, it is a representation of beauty in using the company’s products. The physical arrangement of each departmental office is symbolic in design and it also depicts the company’s culture. Each office is arranged in such a way that all desks form a circular arrangement allowing for employee conversations. The large open area in front is occupied by comfortable seats for non staff and this in itself expresses Shell’s culture. According to Schein (1990), the feel and emotional intensity of a place are some of the artifacts which best describe culture of an organization (P. 111).This office arrangement also depicts the culture of Shell Oil Company characterized by teamwork and togetherness. In addition to this, the open office architecture is worth noting especially for new persons. This is also reflected by social networks such as the African network, Disability network, Sports club, women’s network and energie network. Trust and freedom are crucial elements believed to be helpful in the disclosure of company’s inadequacies without any fear (Marquardt, 2011). Trust and openness are among the eight principles of Shell Oil Company formulated based on the company’s values. To enhance trust and openness within the organization, the company has adopted a governance system that disseminates authority to all employees in equal measures. Each branch has several departments divided according to the three lines of operation. Employees are free to share their views about different everyday problems. Trust and openness is also enhanced through flexible time for work. They are allowed to make do their time so long as they complete their work. The comfort of their employees is ascertained by the annual survey designed to determine their attitudes towards the company. Employees also address each other by their titles. Use of titles is a ritual that expresses respect for one another not only among the employees but also for company’s clients. Codes of conduct and formal policies are also another form of cultural expressions in many organizations. Commitment and policies reflects a structured way of working under which employees are required to observe in their day to day activities. The policy framework stipulates ways in which the entire fraternity of Shell Oil Company is required to work in areas of health, security, safety, environmental protection and social performance (“HSSE and Social Performance – Commitment and Policy”, 2013). All activities within the company should be in line with company’s commitment and policy. Besides the policy framework, a formal conduct has been designed to guide employees on how to enforce the company’s general principles in accordance with core values; honesty, integrity and respect (“Shell Code of Conduct”, 2013). Code of conduct provides a detailed explanation of what the employees are expected to follow and adopt. Each employee is provided with a code of conduct booklet when he or she is employed. In addition, new graduates are allowed to work under close supervision to enhance high standards of customer service. In summary, Shell Company values its customers and it is expected for every employee to act in accordance with the three core values; honesty, integrity and respect. The characteristic of valuing its clients also expresses Shell Company’s culture. It therefore falls into Schein’s second level of cultural expression which determines behavior to a large extent (Madu, 2012, P. 2). Impacts of Culture Shell Oil Company has benefited greatly by inculcating this unique culture. Most of the organizational culture scholars do agree with the fact that culture is indeed crucial for improving organizational performance. Their arguments are based on research studies conducted on various organizations. Shell Oil Company is an epitome of this. Through this culture, employees perceive each other as a family owing to the fact that they share their experiences and respect each other. Furthermore, it is quite evident from flexibility of workers that they feel that they are part of the organization. This is in line with Shahzad (2012) argument that organizational culture aids in enhancing togetherness among the employees and as a result they feel that they are part of the organization (P. 981). The flexible work schedule allowed workers to complete their tasks within the stipulated time with minimum supervision. This culture has created a work environment where employees enjoy coming to daily. Like Florentina & Georgiana (2012) have argued, employees are normally frustrated by the work environment rather than work itself as it has been perceived by many. Adopting a culture that creates an enjoyable environment for employees is therefore crucial. A good work environment has some effects on employee turnover. A notable characteristic of Shell Oil Company in Australia is reduced employee turnover. Needless to say, the formal codes of ethics help in guiding employees in their customer service. Culture aids in expressing what the employees should adopt when faced by different situations in the course of daily chores (Florentina & Georgiana, 2012, P. 375). Despite the fact that Shell’s culture has had positive impacts, they also have impacted on the organization negatively. A perfect example is that of the inability to decipher the meanings of some cultural expressions. Code of ethics for example has been taken negatively by the employees and they perceive them as a system of autocracy. Schein (1990) argues that some elements of expressions of culture especially the artifacts are quite difficult to understand (P. 112). Similarly, culture is an impediment to change. On many instances, it is quite evident to note an employee failing to effect some changes within the organization. Conclusion In conclusion, culture is a key factor that determines the success of an organization. It is therefore necessary for leaders to choose the best elements of expressions of culture. Leaders need to adopt cultures which create a comfortable work environment for employees. In addition to this, understanding the culture of an organization is critical owing to the fact that it affects day to day activities through interactions among themselves and with clients and, other things related to office work (Florentina & Georgiana, 2012, P. 375). Employees can be inspired through culture. References Alvesson, M. (2012). Understanding Organizational Culture. California: SAGE. Deal, T.E. (1999). The New Corporate culture. New York: Peruses. Dyer, G. W. Jr. (1982). Culture in Organizations: A Case Study and Analysis. Cambridge: MIT Press. Florentina, P. & Georgiana, M. R. (2012). Organizational Culture and its way of Expression within the Organization. The Journal of the Faculty of Economics – Economic, 1(2): 371- 376. Hofstede, G. (1984). Culture's Consequences: International Differences in Work-Related Values. California: SAGE Hofstede, G., Neuijen, B., Ohayv, D. 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