A functional organizational culture will be one in which the ‘way’ of the employ
ID: 333491 • Letter: A
Question
A functional organizational culture will be one in which the ‘way’ of the employees conducting work, their interactions in doing so, supports attaining organizational goals. Dysfunctional cultures will have a primary ‘way’ that doesn’t clearly align to support goals, or has numerous pockets of counter-cultures weighing it down. Describe an employer’s internal culture. What are the definition of its dimensions? How was it created and maintained? What are its visual elements? If it is a strong culture, how should it be maintained? If it is a weak culture, how should it be changed? Don’t overlook its impact on motivation, conflict, decision making, etc. When describing its culture, specifically make the association with our text concepts—talk the talk. A functional organizational culture will be one in which the ‘way’ of the employees conducting work, their interactions in doing so, supports attaining organizational goals. Dysfunctional cultures will have a primary ‘way’ that doesn’t clearly align to support goals, or has numerous pockets of counter-cultures weighing it down. Describe an employer’s internal culture. What are the definition of its dimensions? How was it created and maintained? What are its visual elements? If it is a strong culture, how should it be maintained? If it is a weak culture, how should it be changed? Don’t overlook its impact on motivation, conflict, decision making, etc. When describing its culture, specifically make the association with our text concepts—talk the talk.Explanation / Answer
1)A employers internal culture or organizations culture is systemic way in which all the stake holders of the organization i:e employees,managers,leaders and work group, interact and behave with each other. It is a shared collective of all the beliefs,practices, norms, language,customs,social behaviour etc present in the organisation.
2) What are the definition of its dimensions?
The definition of dimensions are
a) Team oriented
In a team oriented company, the belief is in primacy of team over individual.The organisation insists on collaboration and co-operation among employees and team work. Rewards are given to teams rather than individuals on performance of a task.
b) People oriented
A company which values and are supportive of individual dignity,performance ,rights etc is a people oriented company. Good facilites are provided for individuals and a greater emphasis is laid on treating individuals fairly.
c)Outcome oriented
Emphasis is laid on results and actions over any other value.Employees and managers are held responsible for success or failure. Rewards are tied to performance rather than any other indicators like seniority etc.
d) Innovative
Companies that are flexible and adapt to new ideas can be clasified as a innovative organisation. Hierarchy does not exist, and risk taking is encouraged. Employees are rewared and are encouraged to work on new ideas.
e) Aggressive
Aggressive organisations value competitiveness and defeating the competitors. Importance for employees takes a back seat.
f) Detail oriented
Paying attention to details is the hall mark of such organisations. The organisation tries to produce precise products or service ,thus trying to establish themselves in the market.
3) How was it created and maintained?
An organisations culture in created by
a) Founders values and preferences
The vision and dreams of the founder ( especially in the begining), determines the organisation culture. The personality, value system, preferences etc gets embeded in the culture of organisation over a period of time
b) Industry demand
Industry wide characterstics and demands will enforce similarities in culture among organisations. Adherence to rules and regulations,innovation,compliance to regulators etc establishes a bench mark, which makes it necessary to survive and flourish for a organisation
It is maintained due to following reasons
a) Attraction-Selection-attrition (ASA)
Employees are attracted to organisation which they feel that they can fit into (Attraction) .Companies hire people who will fit into their culture. Companies weed out candidates who do not fit into their culture(selection). Eventually select candidates who do not fit into the organisation culture are eliminated via attrition(Attrition).
Because of ASA process the company attracts, selects and retains people who share their values. People having a different set of core values will be excluded from the organisation.
b) New employee Onboarding
The term is specifically refered to as 'organisational socialization process'. The new employees learn the attitudes, knowledge,skill, culture necessary to survive and thrive in the organisation. The learning process happens through training and contacts with peers. This process makes sure that the core values continue with addition of new employees.
4) What are its visual elements?
The visual elements are
a) Rituals
Rituals are repetitive activities that have a symbolic meaning, which creates a sense of belonging among employees. Rituals inculcates a desired a culture among employees through a process of re-inforcement.
b) Mission statement
Mission statements reflect the purpose and who the company is and what it does.This statement is known and transmitted by all employees and thus influence their behavior.
c) Physical layout
The organisations building, layout of office, ambience etc says a lot about the organisation. For eg if a high level manager has his/her own floor, then the culture will indicate that of hierarchy. etc
5) If it is a strong culture, how should it be maintained?
A strong culture should be maintained by facilitating the employees to have consensus regarding the organisations value. The consensus can be achieved by having rituals supporting the culture ingrained among the employees, Adequate training programmes for the new entrants etc
6) If it is a weak culture, how should it be changed?
A weak culture should be changed by making sure that that traits of the weak culture are not appreciated among the employees. Rituals and practices which despise the weak culture should be designed.
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