MN7181-Organisational Culture

Culture of the organisation plays major role of the success

Organisational culture is often referred to as something which tells us more about the organisation. This ‘something’ may be the personality, philosophy, ideology or even the overall climate of the organisation. Organisational Culture is therefore an element which differentiates each organisation from the other and gives it a unique identity (Buchanan and Huczynski, 2004).

Organizational or corporate culture is the pattern of values, norms, beliefs, attitudes and assumptions that may not have been articulated but shape the ways in which people behave and things get done. Values refer to what is believed to be important about how people and the organizations behave. Norms are the unwritten rules of behavior (Armstrong, 2006).

When the modern business units are developed and nurtured, organisational culture can be a huge competitive advantage in order to imitation by competitors. Companies with positive cultures are significantly outperformed other organizations in workforce growth, stock prices and net income and vise versa.  

An organization refers to a group of people gathered together for achieving a particular goal. In organizations, original culture takes its source from the founder's philosophy. As the firm grows, cultural criteria are influenced and changed (Robbins and Judge, 2013). Decisions made by senior management shape the climate over time. With the general acceptance of climate and socialization, culture is shaped, developed and changed.

Organizational culture, which is in a position to connect members of the organization with the consciousness of unity and set targets in the way of reaching common goals, acts as a guide for managers to easily carry out policies (Genc, 2012).

Despite its importance to bottom-line success, culture is often ignored because people have difficulty recognizing the culture that surrounds them every day. When culture is not measured and managed, it can be influenced the behaviors of employees in unintended ways – often devastating employee engagement and retention, obstructing corporate strategies and goals, and ultimately eroding the bottom line.

Organizational culture touches every aspect of the business, and culture impacts the satisfaction of the customers and the perceptions of the stakeholders and investors. Ultimately, culture impacts the success of company strategies and the bottom line. The management should not be careless with culture. They should be able to measure it, mold it, and make it matter.

I have come to the conclusion that a culture can have a major impact on an organisation. Further, some organisations will have strong cultures and others have weak. A strong culture is when people tend to agree on the beliefs and values within the organisation. On the other hand weak culture can be when people disagree on the existing culture and instead form their own sub cultures. It is important to have a strong culture so you can survive and beat your competitive environment and ultimately be the company you want to be.

Referenses

(Buchanan and Huczynski, 2004): UKEssays. November 2013. Concepts of Organisational Culture. [online]. Available from: https://www.ukessays.com/essays/business/organisational-culture-is-something-which-tells-us-more-about-the-organisation-business-essay.php?vref=1 [Accessed 4 January 2019].

Mullock, H. (2014). A brief literature review on organizational culture. [online] Research Methodology. Available at: https://research-methodology.net/a-brief-literature-review-on-organizational-culture/ [Accessed 4 Jan. 2019].

(Robbins and Judge, 2013): (Genc, 2012): Ozaya, O. (2017). Organizational Culture. [online] BIZBEY. Available at: https://bizbey.com/blog/organizational-culture [Accessed 4 Jan. 2019].