Organisation Culture

 

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].