Organizational Culture and How it is Implemented - Example

Organizational Culture and How it is Implemented Name Institution Name Introduction Organizational culture affects all organization’s employees regardless of their work environment. Strong organizational culture is particularly important particularly when look at some of the most successful companies across the globe. Industry leader’s work tirelessly to ensure that their organizational culture continuously necessitate effective and efficient employee performance which on the other hand culminate into the overall company productivity as well as profitability. For instance, a happy company where employees enjoy working, clients like doing business with, and where workplace environment is creative, upbeat and positive, describes a company with superb organizational culture. This paper discusses organizational culture and how it is implemented within a business organization. Organizational Culture These are the values and behaviors that significantly contribute to the organization’s uniqueness both in terms of social and psychological environment (Adkins & Caldwell, 2004). In essence, organizational culture comprises of the organization’s expectations, philosophy, experiences, together with values that hold it together while at the same time is exhibited in the organization’s self-image, inner workings, outside world interactions, and more importantly, organizations future expectations (Alvesson, 2012). Organizational culture is primarily hinged on the shared beliefs, customs, attitudes, symbols, assumptions, vision, norms and unwritten and written rules developed over time which are strongly considered valid (Bissell & Dolan, 2012). The organizational culture is the behavior of humans within the organization together with the meaning that individuals attach to those behaviors (Flamholtz & Randle, 2011). It is also referred to as corporate culture which is also referred to as a set of shared mental assumptions which are tasked with guiding the interpretation and action within an organization by defining suitable behavior for various situations and it can be expressed in the following ways: i. How the organization conducts its daily activities including its business, how employees, customers and the wider community are treated. ii. The magnitude of freedom allowed particularly in developing new ideas, personal expression, and decision making iii. How power is structured and the way information flows through its hierarchy; and iv. The level of employment commitment towards collective objectives (Stanford, 2011) Organizational culture is highly essential within any business organization as it has massive influence on the firm’s productivity and performance, it guides on how customers should be taken care of, dictates product and service quality, punctuality and attendance, and environmental concern (Claessens, 2012). Accordingly, corporate culture influences production methods, organization’s marketing and advertising activities, and the production or creation of new products. Each business organization has its unique organizational culture which is considered as one of the hardest things to change (Flamholtz & Randle, 2011). Factors and Elements of Organizational Culture From the above discussion, organizational culture represents the collective beliefs, principles and values of organizational members and it is as a result of factors such as history, market, product, types of employees, strategy, and management style (Adkins & Caldwell, 2004). Organizational culture is deliberately created by the organization’s management with a singular objective of accomplishing specific strategic goals (Alvesson, 2012). Various elements have been established or can be used to describe or influence organizational culture: i. The Paradigm: this defines what the firm is all about, its values and mission and more importantly what it does ii. Organizational structures: this represents reporting lines or how information flows within the organization together with how the work flows through business iii. Control systems: the type of process in place that monitor all that goes on within the business. For instance, in role culture there is always presence of rulebooks while reliance on individualism is prevalent in power culture (Flamholtz & Randle, 2011). iv. Power structures: this defines who makes decisions, the level of power spread, and what the power is based on v. Rituals and routines: these includes board reports, management meetings and many other activities that may become habitual (Marquis & Tilcsik, 2013) vi. Symbols: these are organizational logos and designs (Flamholtz & Randle, 2011) vii. Stories and myths: these are build ups with regard to people and events; they are mainly used to convey messages about highly valued elements within the organization. It is important to note that the above discussed elements can overlap; for example power structures may rely on control systems which on the other hand depend on rituals (Bissell & Dolan, 2012). Cultures develop with organizations particularly due to external adaptation and internal integration. In this perspective, external adaptation mirror the evolutionary approach to corporate culture which suggests that culture grow and persists as its is responsible in helping a business organization to survive and flourish (Adkins & Caldwell, 2004). It has been established that, corporate culture is valuable only when it holds the capacity for generating sustainable competitive advantages for the business organization (Kummerow & Kirby, 2009). Accordingly, internal integration is a crucial function due to the fact that social structures are inevitable for any organization to exist (Alvesson, 2012). Socialization at the workplace is essential for learning various organizational practices and it is for this reason that work environments must reinforce culture on daily basis by encouraging employees to practice organization’s cultural practices (Flamholtz & Randle, 2011). Organizational culture is shaped by the following factors: External environment Industry The size and nature of the organization’s workforce The technologies used within the organization The history and ownership of the organization Types of Organizational Culture Power Culture: in this type of culture, power is concentrated among a small group or around key central figures where control across the organization originates. This culture only needs a few rules together with some bureaucracy; however, it is swift in decision making Role Culture: in this kind of organizational culture authorities or roles are delegated within a highly defined structure (Logan, King & Fischer-Wright, 2009). Organizations that use role culture form hierarchical bureaucracies whereby personal position determines his/her authority rather than an expert power (Adkins & Caldwell, 2004). Consequently, control within the organization is procedural something that is highly valued. Given this understanding, strict roles description and definition of authority is a norm (Swanwick & McKimm, 2011). Organizations with role culture have consistent systems that are predictable. Task Culture: this type of culture is characterized by team formation in order to solve specific organizational issues. For this reason, power is derived from the team that has expertise to solve or execute against a given task (Alvesson, 2012). Small team approach is particularly used in work environments where employees are highly skilled and specialized in their areas of expertise. Furthermore, multiple reporting lines are a common feature in task culture (Ravasi Schultz, 2006). Person culture: this culture is particularly formed in instances where all individuals feel and believe that they are superior to the business organization (Bissell & Dolan, 2012). This culture is destructive as it is difficult for the organization to cohesively continue to operate. Organizations that have excelled by using person cultures are professional partnerships given the fact that each partner has his/her own expertise and clientele that he/she brings to the partnership. Implementing Organizational Culture Implementing organizational culture within a given organization is like implementing change (Alvesson, 2012). Like implementing change, culture implementation is an organization-wide process; successful implementation of corporate culture requires expansive understanding of what the organization should be uniquely identified with. Implementing a new culture within an organization is regarded as one of the hardest challenges change agents encounter (Adkins & Caldwell, 2004). This mainly attributed to the fact that values and response patterns associated with people’s culture are deeply rooted; individuals have emotional binds which are invisible and subconsciously kept (Flamholtz & Randle, 2011). Culture is regarded as the organizations operating environment including the implicit patterns of activities, behavior, and attitudes which are mainly shaped by a shared set of values and beliefs and characterized by the way individuals work together. For any strategic change to be successfully implemented, the alignment of organization’s culture is imperative (Bissell & Dolan, 2012). Changing or creating a new culture for an organization is not a simple task, it demands for identification of new behaviors that are essential in articulating a new set of values and beliefs associated with new culture. It has been established that, individuals cannot change their behavior until they observe that their role models within the organization are acting differently, and thus when they positively perceive these behaviors are recognized and rewarded they will automatically change (Adkins & Caldwell, 2004). People experience new culture through examples which on the other hand help in the implementation of the new culture. While people may be aware of the expected change some do not readily adopt the new culture into practice. However, excellent guidance with regard to how to overcome change related challenges can be largely helpful. Organizational culture within an organization can be created, implemented and reinforced continually through processes that take place in ten areas (Flamholtz & Randle, 2011). In this regard, organization processes are connected with the ten areas that employees are in contact with on each workday; those areas that make up the organization’s work environment (Alvesson, 2012). On the other hand, the organizational environment creates and strengthens the organization’s culture. The ten areas include: i. Rules and policies ii. Goals and measures iii. Rewarding and recognition iv. Staffing and selection v. Training and development vi. Ceremonies and events vii. Leadership and behavior viii. Communications ix. The physical environment x. Organizational structure These are distinct areas of culture related process; by referring to these areas managers are empowered to determine specific tangible elements that are vital in the achievement of culture creation and implementation. It is important to note that, none of these areas singularly define organizational culture. The above areas will be discussed independently. Rules and policies: for any organization to drive the new business as well as affect the development and implementation of the desired culture, rules and policies must be created or defined (Adkins & Caldwell, 2004). These rules and policies are critical in guiding employees in what they are supposed to do, how they should undertake duties within the organization, and more importantly, how they should behave (Flamholtz & Randle, 2011). Vital to note, written rules and policies are likely is certain areas than others. Goals and measures: in order for an organization to reinforce the preferred changes or implement the new culture, appropriate goals and measures must be developed (Bissell & Dolan, 2012). These goals should be operation specific; procedural goals and measures for employees involved in different processes. Reward and recognition: for the organization to facilitate the coveted business strategy as well as develop and implement the new culture, rewards and recognition that profit this must be clearly defined. One of the important factors to consider when establishing a successful business organization is to attract and retain valuable employees (Adkins & Caldwell, 2004). This can be achieved through establishing a total reward strategy; providing incentives in the work environment or in career area. Some of the successful companies use retention bonuses and deferred cash accounts rather than inflated salaries (Flamholtz & Randle, 2011). Staffing and Selection: strategies with regard to staffing and selection should be formulated to identify, hire, and promote individuals who embody the strategy and desired organizational culture. Various experts have established that knowledge workers are the organization’s greatest assets and thus the initial goal for an organization is not only to acquire employees, but also to get skilled employees processing valuable expertise (Bissell & Dolan, 2012). Staffing and selection are key areas that organizations critically invest their resources in order to hire employees with the capacity further develop organizational culture (Kratschmer, 2013). Training and development: each and every unit of the organization must have provision for training and development of the staff; training and development facilities should designed for the organization to have or provide consistent support to its business strategy as well create and implement the desired culture (Flamholtz & Randle, 2011). It is vitally essential for the organization to have great emphasis on employee training, development, and continuous learning for the new culture to be fully implemented as well as ensure its growth. Ceremonies and events: the events and celebrations within the organization should support the new organizational culture and supplement how new ways of things should be done (Alvesson, 2012). Leadership and behavior: the leadership in the organization must consistently drive the company’s business strategy as well as enforce the new culture (Herzog & Leker, 2011). Management has massive influence on organizational culture and it is for this reason that it must create, maintain, or change it in order to improve the performance of the organization (Adkins & Caldwell, 2004). The management should take advantage of the available growth opportunities as stated in the new business vision. The leadership is vital in providing clear and specific direction for the venture into the future which is uncertain (Bissell & Dolan, 2012). Leaders in charge and the entire management fraternity should therefore define clear lines of authority; this is particularly important for easing organizational politics and well as keep the business on track (Katrin, 2013). Communication: this is important at all levels as it ensures continuous anchorage of the business strategy and to the development of the desired culture. Communication is core to organizational culture together with the management of organizational behavior. Accordingly, it has been found out that without effective communication, business organization is exposed to a myriad of challenges which can culminate into its failure (Adkins & Caldwell, 2004). Clear and constant communication across the organization provides relevant information while dismissing misleading rumors (Mayer, 2011). Furthermore, open communication helps in clarifying expectations while at the same time reducing ambiguity. In order to effectively implement and anchor new organizational culture, different communication forms are encouraged in different situations; nonetheless, face-to-face communication which mainly used in group announcements or presentations where possible if preferred over written announcements (Flamholtz & Randle, 2011). The physical environment: this is the most visible and observable element of the organizational culture. The physical environment should be established as it helps the organization with regard to its way of operation. For example, employees performing similar duties should work closely (Adkins & Caldwell, 2004). Organizational structure: the organizational structure should be streamlined to conform to the new culture; it should be able to underline the operational changes that will be brought about by the new culture (Alvesson, 2012). For example, if the organization was initially using a centralized management structure, and the new culture demands for a decentralized management system, the structure must be changed or adjusted to fit the new requirements (Bissell & Dolan, 2012). Conclusion Organization culture is key to the overall performance of any business organization. It is defined as the values and behaviors that significantly contribute to the organization’s uniqueness both in terms of social and psychological environment. Furthermore, organizational culture comprises of the organization’s expectations, philosophy, experiences, together with values that hold it together while at the same time is exhibited in the organization’s self-image, inner workings, outside world interactions, and more importantly, organizations future expectations. The above discussion has tremendously discussed various aspects of organizational culture including its elements, and factors that affect it. Similarly, the paper has provided excellent explanation with regard to how organizational culture can be implemented. Ten implementation steps have been discussed including: Rules and policies, Goals and measures, Rewarding and recognition, Staffing and selection, Training and development, Ceremonies and events, Leadership and behavior, Communications, The physical environment, and Organizational structure. References Adkins, B., & Caldwell, D. (2004). Firm or subgroup culture: Where does fitting in matter most? Journal of Organizational Behavior, 25(8), 969–978 Alvesson, M. (2012). Understanding organizational culture. New York: SAGE Publishers Bissell, G., & Dolan, P. (2012). Organizational behavior for social work. London: Policy Press Claessens, R. (2012). Corporate culture in banking. London: AuthorHouse. Flamholtz, E., & Randle, Y. (2011). Corporate culture: The ultimate strategic asset. Stanford: Stanford University Press Herzog, P., & Leker, J. (2011). Open and closed innovation: Different cultures for different strategies. London: Springer Science & Business Media Katrin, O. (2013). Organisation Culture - An insight in organisation culture of the Audi AG. New York: GRIN Verlag. Kratschmer, P. (2013). Organisational culture is highly resistant to change – Discuss. New York: GRIN Verlag. Kummerow, E., & Kirby, N. (2009). Organisational culture: A contextual analysis. New York: World Scientific Publications. Logan, D., King, J., & Fischer-Wright, H. (2009). Tribal leadership: Leveraging natural groups to build a thriving organization. HarperCollins. Marquis, C., & Tilcsik, A. (2013). Imprinting: Toward a multilevel theory. Academy of Management Annals, 193–243. Mayer, C. (2011). The meaning of sense of coherence in transcultural management. London: Waxmann Verlag Ravasi, D., Schultz, M. (2006). Responding to organizational identity threats: Exploring the role of organizational culture. Academy of Management Journal, 49(3), 433–458. 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