ORGANISATIONAL CULTURE

Organisational culture



Organisational culture

Introduction

Notable literary and scholarly works since the mid-1800s have explored the human dimension of organizations. This exploration indicates the first recognition that the underlying values of organizations affect workers and that a socialization process occurs in the workplace. Examining the human element developed into a specialized branch of organizational study with the social context of organizational life as its focus. This branch became known as organizational culture. Thus, organizational culture represents one of the first widely studied concepts to address the social context in organizations and, as such, represents an older term than culture related to organizational behavior. A multitude of definitions for organizational culture provide different perspectives on an organization's membership and the organization's capacity to change. Some scholars identified culture as a relatively enduring quality of the organizational environment experienced by individuals that influences the behavior of its members. Meanwhile, others indicate that culture can be managed or altered within a relatively short scope of time. Clearly, differences exist within the definitions, but most academics include within their conceptualization an element of perception. For example, culture is the way individuals perceive the personal impact of their work environment or is related to the psychological environment in which the behavior of individuals occurs. The study of these definitions and the research that supports the multifaceted understanding of culture over the decades yields the following amalgamated definition: Organizational culture consists of the visible attributes of an organization's values as interpreted, in a shared manner, by multiple members of the organization. Distinct from but related to organizational culture, culture functions with significantly more malleability than culture (Soosay, 2008, pp. 20). Change in organizational culture, may, over time, produce a change in organizational culture, and within a single organization, multiple (even contradictory) cultures may exist. The notion of organizational culture as a discipline emerged from the field of psychology, and scholars in this area essentially sought to study and understand the way individuals describe and perceive the environment of their organization. Researchers' drive to delve further into the study of culture served to satisfy their need to understand what environmental influences in an organization affected the motivation and behavior of its constituents.

Difficulties of managing Corporate Culutre

The culture has also been perceived as something that limits organizations, describing the existence of three major barriers: barrier to change, diversity and mergers and acquisitions. It is considered by us that the role of culture is never to the detriment of organizational development, it suggests that there may be another slow rigid cultures, but this is taken into account in the strategic management of the organization, if it is constructed and has into account daily, will hardly be an element that appeases the change, but will be open to this.

If organizational culture is seen as past, as a result and not as a process can be considered as limiting current and vital aspects of the company, as it is a static structure. Now, taking into account the process of dual training, force ...