Organizational culture and corporate culture are examples of values,
norms, beliefs, views, assumptions that may not be formulated, but shape
the way people behave and shape everything. Values refer to things
that are important to the behavior of people and organizations. The
norm is a rule without a letter. This definition emphasizes that
organizational culture is related to abstraction such as values and
norms applied to all or part of an organization.
Terms of Values, norms, artifacts and leadership or
management style are components of Culture.
Many attempts have been made to classify or categorize the
organizational culture as a basis for analyzing the culture within the
organization and to take measures to support or change them.
But Most of Classifications of Culture are expressed in
four dimensions.There are,
Power Orientated
People Orientated
Task Orientated
Role Orientated
It can be argued that "good" culture has a positive influence on
organizational behavior. This will help create a "high performance"
culture that creates a high level of performance. High performance
cultivation does not mean crops that produce high levels of commercial
performance. Cultural attributes vary greatly depending on the context.
High quality cultural quality for established retail chains, growing
service businesses, and consumer product companies that are losing
market share can be very different. Furthermore, in addition to context
differences, all cultures evolve over time. Cultures that are "good"
in a series of circumstances or for a period of time can become
dysfunctional in different situations or at different times. Since
culture is developed and specified in different ways in different
organizations, one culture can not be said to be superior to other
cultures, but it is only that it is different in some respects.
Climate control of the organization It is believed to capture and
describe climate awareness. It can be argued that "good" culture has a
positive influence on organizational behavior. This will help create a
"high performance" culture that creates a high level of performance.
However, high performance cultivation does not mean crops that produce
high levels of commercial performance. Cultural attributes vary greatly
depending on the context. High quality cultural quality for
established retail chains, growing service businesses, and consumer
product companies that are losing market share can be very different.
Furthermore, in addition to context differences, all cultures evolve
over time. Cultures that are "good" in a series of circumstances or for
a period of time can become dysfunctional in different situations or at
different times.
Although it may not be possible to determine an ideal structure or to
prescribe how it can be developed, it can at least be said with
certainty that integrated cultures have a significant impact on
organizational behavior and hence on performance. If there is an
appropriate and effective culture, it would be desirable to take
measures to support or strengthen it. If culture is inappropriate,
efforts must be made to determine what change plans should be changed
and developed and implemented.
Post Author : Heshanga Amarasiri
Reference :
Armstrong, M. (2006) A
Handbook of Human Resource Management Practice.10th edition.Great Britain:United
Kingdom.
Schein, E.H. (1988) Organizational Culture. dspace.mit.edu. A study [online]Available
at : https://dspace.mit.edu/bitstream/handle/1721.1/2224/SWP-2088-24854366.pdf?sequenc.[Accessed
on: 3rd May 2018].
