ORGANIZATIONAL CULTURES

Organizational Cultures

Organizational Cultures

Introduction

When people work together to achieve the objectives of the development team in the organization. As goals become more specific and long-term and more specialized work, as organizations become more formal and institutionalized. Organizations are seeking to take their own lives and widespread beliefs, values and practices of development, differentiating one organization from another and often affect the success or failure of the organization. In early 1980, management scholars have begun to try to describe these systems of belief, which they call the organizational or corporate culture.

Interest in organizational culture was also established in 1981 by William Ouchi's bestseller, "Theory Z: How American Business can Meet the Japanese Challenge. Ouchi the organizational culture to be a key determinant of organizational effectiveness. In 1982, two other bestsellers, Terrence transaction and Allan Kennedy, Corporate cultures: the rites and rituals of corporate life and Thomas Peters and Robert Waterman in search of perfection, supports the idea that good companies tend to have strong cultures(Kotter, 1992, P78).

Organizational culture is defined as a general assumption, values and beliefs that guide the actions of its members. Organisational culture is usually formed by the founders of the value of industry and business environment, national culture, and senior executives the vision and behavior. There are many dimensions or characteristics of organizational culture that have been identified. For example, a study conducted by the military prosecutor Chatman and KA Jehn, in 1994, identified seven key characteristics that define the organization's culture: innovation, stability (status quo versus growth), people orientation, result orientation, easygoingness, detail orientation, and team orientation. (Kilman, 1985, P34)

Large organizations are usually the dominant culture, which is shared by most organizations, and subcultures are groups of individuals with unique values or beliefs that may or may not be compatible with the dominant culture. Subcultures that reject the dominant culture, called the counterculture. Strong organizational cultures are those where the core values of the dominant culture strongly felt by the organization. A strong culture has a tendency to increase the behavior of the sequence and reduce turnover. However, strong cultures may be less adaptive to changes, can create barriers to diversity, and may create obstacles to successful mergers and acquisitions.

Discussion

There are many practices within the organization who seek to preserve the culture alive, and a measure of cultural match between the organization and its staff. Many of the human resources, such as selection, appraisal, training and career development to strengthen the culture of the organization. Organizational beliefs also tend to influence the work standards, communication practices and philosophical positions of employees. Organizations use a process called socialization of new employees to adapt to the culture of the organization. If employees do not adapt well, they feel increasing pressure from management and staff of whom more acculturated. They could stay and fight, stay and to be isolated, or leave the organization voluntarily or involuntarily, and look for different organizations, whose culture they fit better(Hofstede, 1991, P23).

Unlike employees who understand and share the values of the ...