Organizational Culture

 Organizational Culture

Introduction

Organizational culture, organizational culture, management culture, corporate culture, corporate culture, business or culture, are terms used to designate a particular concept of culture (which means the set of experiences, habits, customs, beliefs, and values, characterizes a group of people) applied to a restricted area organization, institution, government, corporation, company, or business (usually when the concept “culture” applies to the broad scope of a society or a civilization). We can find cultural references across a variety of events such as folklore, the language or the food. So from this perspective, culture has usually been approached from fields such as anthropology or sociology (Schein, 2004). However, more recently, from the 70's, other disciplines and areas of knowledge became interested in it, extending its scope to other social and economic aspects associated with specific values and beliefs influence our behavior and different people from different backgrounds and territories, especially in the field of organizations. The culture organization may be perceived as a record of historical successes and failures obtained by the company since its inception and during its development, through which you can take the decision to omit or create some kind of behavior favorable or unfavorable for growth of the organization (Martin, 2005).

Discussion

The organizational culture has been defined as the sum of values and the norms of an organization that is prevalent among a group of people and group. These set of norms identify the way the people interact with each other and with the environment (O'Reilly, Chatman & Caldwell, 2001). Organizational values ??are beliefs and ideas about the type of targets and how appropriate that should be met. Values ??develop organizational guidelines, norms and expectations that determine the fitting behavior of workers in particular situations and control the behavior of members of the organization each other “. Senior executives may try to determine the corporate culture. They may even want to impose values ??and behavior standards that reflect the goals of the organization, however not a simple task that is considered much less standard, it brings with it the weight of the history of the organization and the decisions that had been taken in the past (Kotter & Heskett, 2002).

One of the characteristics of organizational culture is that it is symbolic. Culture is something intangible, but its manifestations are indeed observable. In this sense, the culture of an organization comprises a network of symbols and customs that guide and modulate, to different degrees, the behaviors of those working in it and, above all, people are joining. These symbolic elements are manifested at all levels and departments of the organization, from personal and social relations to accounting standards. By the symbolic elements of culture, the organization and its members establish identity and exclusion processes (Denison, 2008).

The “implicit and explicit assumptions that members have about what is legitimate behavior within the organization” allow us to find various working groups within the organization to express their own culture ( subculture ) that results in use of jargon , ways to interact , type of procedures that can be skipped (to wink), etc.. These subcultures affect to some extent, the whole ...