Organaizational Culture

                                     ORGANIZATIONAL CULTURE 

  
Source : saylordotorg.github.io 

According to Schein cited in Emmanuel (2016)  identified that the term “organizational culture” contains two fundamental.

   1.     Structural stability - The first element, structural stability,- the identity of the organization combined with values and beliefs which are not easily recognizable though they do exist in the grounds of its mother nature.

   2.     Integration – This is based on styles of behaviors, values and rituals that can be seen in group of persons and it also considered as the recognition of the organization.

 

After Competing Value frame work, there were four cultural types of the organization which is described below(Wilson, 2001)

1.Clan Culture     

This motivates team work, dedication, develops HRM and is in mutual understanding. Culture is Kind of a family which identifies its leader as a mentor.
Value Drivers: Commitment, communication, development
Theory of Effectiveness: Human Resource development and participation are effective
Quality Improvement Strategy: Empowerment, team building, employee involvement, Human Resource development, open communication

2.Adhocracy Culture

Creative environment opened for risks. Long term Innovative decision making is seen as a special feature. The organization promotes individual initiative and freedom.

Value Drivers: Innovative outputs, transformation, agility
Theory of Effectiveness: Innovativeness, vision and new resources are effective
Quality Improvement Strategy: Surprise and delight, creating new standards, anticipating needs, continuous improvement, finding creative solutions

3.Market Culture

This is based on victory after competition and achievement of goals. Leaders are hard drivers and producers while organization considers Success and reputation as priorities.
Value Drivers: Market share, goal achievement, profitability
Theory of Effectiveness: Aggressively competing and customer focus are effective
Quality Improvement Strategy: Measuring client preferences, improving productivity, creating external partnerships, enhancing competitiveness, involving customers and suppliers.

4.Hierarchy Culture

This is based on rules and organized culture where long term goals to be achieved according to rules and plans while leaders keep a smooth process with efficiency.
Value Drivers: Efficiency, timeliness, consistency, and uniformity
Theory of Effectiveness: Control and efficiency with capable processes are effective
Quality Improvement Strategy: Error detection, measurement, process control, systematic problem solving, quality tools

Conclusion :

Organizational culture is not all about environment. This a long term process which builds up slowly within the organization. It is based on Interest and beliefs and values and finally with ethics. As a result of this can improve employee satisfaction , company and the value given to the society. With this viable environment changes can be made to cultural structure. Accordingly cultural restructure is a long process, it has to be done step by step. For an example if frequent changes made to the system vast majority of the employees will not be engaged or sometimes they might leave the organization.

Reference :

Wilson, AM, Understanding organizational culture and the implications for corporate marketing, European Journal of Marketing, 2001, Vol. 35 No. 3/4, pp. 353-367.# MCB University Press, 0309-0566

Emmanuel, Understanding Organisational Culture and Organisational Performance: Are They Two Sides of the Same Coin?, Journal of Management Research, 2017, Vol. 9, No. 1 
Available from : http://www.macrothink.org/journal/index.php/jmr/article/viewFile/10261/8357 ( Accessed on : 05.01.2019)