Organisation culture

Organizational culture is a set of shared values, the unwritten rules which are often taken for granted, that guide the employees towards acceptable and rewarding behavior.

Organisation culture

Organizational culture is a set of shared values, the unwritten rules which are often taken for granted, that guide the employees towards acceptable and rewarding behavior.

The organizational culture exists at two distinct levels, visible and hidden.

Organisation culture

The visible aspect of the organization is reflected in artifacts, symbols and visible behavior of employees. The hidden aspect is related to underlying values and assumptions that employees make regarding the acceptable and unacceptable behaviors. These are visible components of culture, they are easy to formulate, have some physical shape, yet its perception Organisation culture from one individual to another.

New hire trainings, new hire welcome lunches, annual corporate conferences, awards, offsite meetings and trainings are few examples of most common rituals and ceremonies. These are narratives based on true events, but often exaggerated as it told from old to new employees.

These are conscious and affective desires of the organization, the kind of behavior it wants to promote and reward. Usually every organization sells its cultural values through some artifacts like written symbols or slogans and publishes them in various mediums. However, the true values can only be tested within the organization, through the employees, based on their collective opinion about the experience of the values.

It is the code of moral principals and values that distinguishes the right behavior from wrong. Ethical values are different from rule of law which is dictated by the legal system of the country and have to be followed anyway.

However, the laws themselves are based on some moral principles and thus there is some natural overlap between ethics and the laws.

The geographic location of the organization and the culture of the place also influence the ethics, this is particularly important for multi-national organization.

Irrespective how an organization depicts its ethical values, they can be tested by the two criteria. Whether it values specialization and narrow career paths that runs the risk of being outdated along with technology or it values broad skill development and offers training in new technologies at its own cost.

The social culture and the structure of the organization influences the underlying values related to the amount of employee empowerment.

Management by nature is about control, the difference is how it enforces it. Well defined guidance, job description and authority of taking decisions are formal methods of control, while team or collective decision making is a social or cultural method of control. The functional or divisional structure encourages formal control while process or network structures promote a culture of employee empowerment.

The authority of decision making is closely related to issue of responsibilities.

Foundation of the Organizational Culture

The culture of responsibility is measured by observing whether the individuals are expected to take responsibility of their decisions or there is a collective responsibility in case of team decisions. Both the artifacts and the values give rise to assumptions the employees make about the organization's culture.

The implication of failure is the most influential assumption that every employee derives from all the artifacts, stories, myths and values.Sep 17,  · Find new ideas and classic advice for global leaders from the world's best business and management experts.

An organization's culture is evidenced in its values, policies, attitudes, structures, and beliefs. It is a tangible asset that impacts morale and company performance, and it .

“Organizational culture is the sum of values and rituals which serve as ‘glue’ to integrate the members of the organization.” — Richard Perrin Culture is a carrier of meaning.

Organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations. These shared values have a strong influence on the people in the. Jul 23,  · Changing an organization’s culture is one of the most difficult leadership challenges.

That’s because an organization’s culture comprises an interlocking set of goals, roles, processes. Editor's Note.

This seems to be a popular post! To learn more about EmcArts’ approach to organizational culture and ways to build more innovative, resilient organizations, check out our recent posts on adaptive capacity and arts-based adaptive change.

Organizational culture - Wikipedia