Workforce Forms Certain Habits That Become the Norms in the Environment - Coursework Example

Organizational Culture Name: Institution: Organizational Culture Introduction In every organization, there are certain behavioral practices that are allowed while others are prohibited. As such, companies base their operations on different beliefs and attitudes, which each employee has to exhibit while in the working environment. In such instances, these habits and symbols become the norm. Moreover, most firms adopt a certain language of doing things and this develops into a pattern of systems that are easily relatable to all employees. Thus, these routine affects the modes of interaction among themselves, with customers and various stakeholders. In particular, the organizational culture affects the manner of thinking and even feeling about numerous work related issues (Gallos, 2008). Since assumptions are part of its features, it is a form of identity that helps to differentiate different businesses from one another. Therefore, it is an inherent form of association among stakeholders especially workers within a corporation that guides their work ethics and helps to drive them to accomplish the firm’s vision and goals. Discussion The above approach to responsibilities creates a bond that forms the basis of uniting different staff members. Whereas the organization’s history plays a role in shaping these rituals, changes in the external environment are also considered to align the establishment with the societal demands. This makes it unique for each institution hence any deviation is a chance for ridicule from colleagues. In particular, the more this integration is with the daily routine, the stronger is the spread of this culture more so to new recruits or outsiders. In fact, a person’s attention is drawn to the presence of these assumptions by receiving acknowledgements or rebuke from fellow staff and management personnel. By so doing, one is able to know what constitutes acceptable behavior and what is not. However, there is no a “one-size-fits-all” concept that is applicable to all firms. That notwithstanding, whichever is picked facilitates the effective delivery of services through streamlining of employees’ duties. Moreover, it improves their productivity, which is vital in the success of the company. In extreme cases, when an organization is under new management, its culture may be overhauled and a new one initiated to make the business practices in tandem with the times (Cameron & Quinn, 2011). Before such drastic measures are taken, an audit has to be conducted to justify the presence of redundancies that warrant replacement. The different reporting, boardroom meetings and communication structures are evaluated to establish their role in attaining the strategic vision of the firm. As such, a new model is drafted that facilitates the development of a cohesive workforce, clear targets and modes of operation. However, these changes cannot be done overnight. Rather, they have to be given adequate time with systems put to measure the progress made against the benefits gained in order to assess its viability in both the short-term and long-term. Artifacts Every business has physical objects that portend a special meaning to the people in the immediate surrounding. These could range from the initial products that were manufactured during the inception of the corporation to the first check issued or letter of appreciation for good customer service. Such items may be used to emphasize the need for producing quality products as well as marking a milestone in the growth its growth. Thus, employees would strive to emulate the passion, dedication and hard work of the previous staff who were integral in maintaining this brand of quality. Similarly, awards won also form a benchmark for current and future performance because they motivate workers to surpass their competitors. Hence, their presence in the office is a reminder of the potential and capacity that the workers possess in accomplishing the mission. Furthermore, they become a source of pride, which fellow staff would like to be associated with thereby increasing competition among them whose objective is to gain similar recognition. Therefore, these artifacts trigger responses from members who then improve their work ethic to match the ideals that they represent. Rituals Sometimes, firms adopt a series of actions that are periodically held to celebrate specific circumstances within an office setting. These ceremonies maybe birthdays, when a person receives a promotion or even the moment he/she retires. In such forums, participants are encouraged to bring gifts and they engage in friendly banter outside the normal working conditions. For example, a reception can be organized every time a female employee becomes pregnant and workers get a chance to donate children clothing. Moreover, events such as Christmas parties and other holidays can be sanctioned where staff get to connect on a personal level. Regardless of the occasion, these rites become bonding sessions in which relationships flourish and employees develop family-like tendencies necessary in enhancing teamwork. The fact that they are predictable and are aggressively implemented helps to cement the culture of unity within the company and demystify oppressive leadership styles for the benefit of all stakeholders (Schabrasq, 2007). Hence, they offer a platform for showing genuine care towards each other and this is transferred into office matters. Consequently, it becomes easy to nurture friendships even with clients thereby improving the customer experience. Heroes In every organization, there are reputable members of either the senior management or junior workers who have led exemplary lifestyles. These individuals are credited with solving certain problems or attending to clients in a manner that went beyond their job descriptions. For example, the founders of the organizations are usually cited in good measure as having transformed an idea into a viable business while maintaining the best ethical and quality standards. In addition, subordinates may be mentioned as having professionally handled and delighted a customer even if it meant using his/her money or working overtime. These heroes are used to teach other workers the ideal behaviors expected during their tenure. They represent the norms that are desired in that place and act as examples of the perfect staff that is envisioned. In fact, they are highly regarded as being the best ethically sound people whose actions are profitable and a projection of the reputation that needs to be maintained as well. In a way, they are the prototypes of standard mannerisms that should not be breeched by anyone. The rest would then make a commitment to improve their performances and contribution to the success of the firm. Symbols Just artifacts, symbols are also objects used to convey meanings to make recipients adopt new lifestyles. They keep people aligned because of the difference in status exhibited by them. While this might not be the case in some workstations, others do not have a problem in showing a clear division of perks between senior managers and their juniors (Alvesson & Sveningsson, 2008). For example, parking lots and elevators may be reserved for executives as a sign of seniority to indicate the hierarchical management structure. These actions betray the level of power and influence each employee has thereby allowing them to stick to their respective comfort zones. For instance, this can be used in places with autocratic leadership styles to distinguish the two tiers. The consequences for anyone breaching this arrangement would be severe. However, such divisions may not be presence in democratic offices where executives share facilities with juniors without feeling disrespected. Whichever symbol chosen, it confines people into specific stereotypes that could make them either approachable or impregnable by colleagues. Attitudes Different people outwardly display internal beliefs in the course of their interaction with others. In particular, the emotions and tones betrayed by these attitudes can be used to measure conformity or rebellion to a given set of rules in a workplace. Since each worker has a certain perspective of accomplishing tasks, businesses have designed uniform codes of conduct used to guide them. Those who follow the laid down procedures are courteously treated while the staff who violate them constantly face criticism and reprimands (Duhigg, 2012). Sometimes, this might degenerate into contempt, which once detected in mood of senior managers should be seen as a warning of impending dismissal. The latter is a sign such behavior cannot be condoned at the institution and any persistence is an illustration of one’s unwillingness to abide by the rules. The punishment for that is severe as well and it is this threat that makes people to prescribe to the given aspirations. Beliefs When establishing a business, its founders have a specific view about the sector, market and global affairs. These opinions become convictions when they believe them so strongly. In the course of their corporate existence, they share them with employees since they trust that such principles are the best courses of action when dealing with any situation. Consequently, these mental models become engraved in the day-to-day operations thereby forming their identities. “This is how things are done here” becomes a common reply to new staff who are undergoing orientation. Such directives are meant to steer them towards assuming these characteristics for as long as they are employed in that enterprise. However, should they relocate to another competitor, they are bound to meet different sets of beliefs for which they should be flexible enough to accommodate. Rules Aside from the contractual obligations of an individual, there are separate codes of conduct that a person signs which are binding during his/her tenure at any firm (Trevino & Nelson, 2004). These are rules that he/she promises to honor and they contain several categories ranging from the conduct at the office and in the field. Such precautions are taken to restrict the morality of workers in order to avoid embarrassing scenarios where the image of the institution is tainted. Thus, these regulations act as mirrors of the acceptable organizational culture. By skimming through them, one can tell the habits to discard and which ones to pursue. Whereas some of them may be universal, others are specific to that outlet hence provide clues to the operational model in use. Language There are various types of handshakes and ways of offering greetings. For example, the Japanese culture demands for people to bow while most European countries prefer to use firm handshakes. Similarly, there is a way in which they address one another depending on the level of seniority (Connors & Smith, 2011). As much as these might be subtle gestures, they reveal formal or informal means of communication present in organizations. Subsequently, they illustrate the extent of socialization among employees. As such, they disclose the scope of tensions that may be in existence between the various administrative levels. Where the contact is minimal, the staff‘s interaction is reduced and this delays problem solving as well as decision making. It could also result in poor customer feedback, which ruins its reputation. In contrast, frequent and unconditional talks enhance transparency and accountability while ensuring that challenges are dealt with at the earliest opportunity. Accordingly, this is a companywide phenomenon with a direct impact on the bottom-line. Sometimes, jargon may be used to express their association with the technical aspect of that discipline. Such an environment spurs growth through the enhancement of creativity. Hence, an observation of this approach enlightens the staff on the value of sticking to the profession. Affirmative Action Every firm is guided by the law. This is significant because there are unilateral stipulations within the constitution that have to be adhered to. For example, discrimination is prohibited. Hence, hiring of workers needs to be done in a way that reflects the multiracial composition of the society. Additionally, women should be given prominence as well as marginalized groups. An analysis of the rate of female recruits is a pointer of how women are valued in a business. Furthermore, the number of them who gain promotion to senior level positions is an indicator of the type of culture enforced within the work environment. As such, the presence or absence of sexism can be justified. Moreover, the amount of wages paid to both genders as well as disadvantaged people can be used to gauge the height of equality and by extension fairness (Reiman & Valtion, 2007). This helps to track whether certain categories of citizens are threatened or feel mistreated. If so, it is a sign of a hostile atmosphere that can tarnish the image of the organization. Incentives In most companies, there is a tendency to set group and individual goals whose attainment is rewarded. Under such schemes, the management clearly stipulates the type of award to be offered depending on the size and contribution to the success of the firm. It is common for them to favor stock options since this presents a win-win situation. By putting extra effort to meet the needs of clients, build a rapport with colleagues and aim at getting promotions, employees maintain their brand and its profitability. Therefore, since they would like to see excellent yields on their stocks, they are bound to uphold the norms agreed upon. This places them at a vantage position to understand the different organs and functions of the departments. Furthermore, their aspiration to succeed current officials forces them to know and live that institution’s way of life. Leadership Styles Various leaders device their own ways of directing, implementing plans and keeping people motivated. Their actions are informed by the level of qualification, experience, available structures and personality. Since leading people is not an easy task, one’s execution of interpersonal skills makes the difference. Consequently, by viewing the manner in which they use their positions to effect policies, one can decipher the form of working environment created. For example, an authoritarian leader is accustomed to strictly controlling his/her followers through direct supervision of their activities (Golembiewski, 2000). To do so, the executive individually sets goals, communicates downwards, takes control of all discussions and insists on prompt feedback. Paternalistic managers believe in offering guidance and in turn receive loyalty from staff members. In this setting, workers compete to surpass targets as proof of their workmanship and expect to be rewarded as well. Moreover, democratic supervisors like to delegate duties by giving subordinates some form of autonomy. However, in exchange, workers should exhibit competence, honesty and imaginative ideas among other virtues. This allows them enough time to contribute in policy formulation and the development of an implementation plan. Likewise, transactional leadership is one that motivates followers while punishing underachievers. It is focused on the efficiency of standard routines thereby is not concerned with embracing change. In addition, a Laissez-faire style enables the staff to rule themselves by being given freedom in decision making. Only through requests can the superiors provide guidance. Thus, it is evident that these methods define the organizational culture. Stories The transmission of culture is done using stories. Some of these may incorporate jokes and humor for dramatic effect but the message being conveyed is the most important aspect. Consequently, these tales contain historical contexts about the company’s operations and follow a certain format. They outline the nature of the customer’s needs and the prevailing situation at the time. Thereafter, they express the extent of sacrifice that an employee performed to satisfy the client. In exerting the power of these stories, the way they are told lays an emphasis on the accomplishments made under difficult circumstances and the delight of the customer thereafter. In some cases, the reward of the worker by the management or the customer is mentioned as a way of notifying the listener of the appreciation that can be given for doing the same. Therefore, the moral of the story outlines the culture that is expected from members of staff. Since these are memorable encounters, they are bound to be remembered by the current workforce when faced with similar situations. Conclusion Regardless of the size of a company, the workforce forms certain habits that become the norms in that environment. In most cases, such behavior is governed by the management whose objective is to create an enabling space for the accomplishment of the firm’s goals (Thompson, 2004). As such, this culture incorporates the welfare of workers, the demands of the managers, the needs of clients and the prevailing market conditions. These beliefs become integrated in their daily operations and form a template for new staff members in order to enhance homogeneity. Accordingly, each organization implements these shared ideals differently thereby producing a varied application of such principles. However, issues such as no discriminative behavior are common practices that demand adoption by all corporations especially because any violation is illegal. Moreover, most firms strive to inculcate a unity of purpose approach in order to eliminate divisions in the workplace. While communication breakdowns are reduced, productivity is enhanced resulting in the increase of sales generation. Furthermore, the notion that customers are satisfied with their treatment from employees earns them their trust and builds loyalty. Such a good reputation improves the image of the business that becomes a priceless source of marketing which does not add extra costs to it. Therefore, this should be the focus for all businesses. References Alvesson, M., & Sveningsson, S. (2008). Changing Organizational Culture: Cultural Change Work in Progress. London: Routledge. Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. (Diagnosing and changing organizational culture.) San Francisco, CA: Jossey-Bass. Connors, R., & Smith, T. (2011). Change the Culture, Change the Game: The Breakthrough Strategy for Energizing your Organization and Creating Accountability for Results. New York: Portfolio Penguin Duhigg, C. (2012). The Power of Habit: Why we do what we do in Life and Business. New York: Random House Gallos, J. V. (2008). Business Leadership: A Jossey-Bass Reader. San Francisco: Jossey-Bass. Golembiewski, R. T. (2000). 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