Abstract On Organizational Culture

Abstract: Organizational culture is a system of philosophies, ideologies, values, assumptions, beliefs, attitude and expectation that knit the organization together and shared by its employees. It reflects characteristics of an organization which differentiates one from another, ranging from internal policies, public relation and customer service. Organizational culture influences day to day activities of an employee. It is closely related to its brand image, while reinforcing and informing others. Culture is created by founder’s values and beliefs or due to critical incidents which took place in the organization.

If you want to provoke a vigorous discussion, start a debate on organizational culture. While there is a universal agreement that

Following were the varied perspective of more than 300 respondents

“Culture is how organizations ‘do things’.” — Robbie Katanga Aristotle said, “We are what we repeatedly do.” This view elevates observable patterns of behaviour, which forms culture of the organization. It also focuses attention on the forces that shape behaviour in organization.

“In large part, culture is a product of compensation.” — Alec Haverstick

One of the important elements of culture is incentives. The best predictor of what people will do is what they are paid compensation to do. Incentives include monetary rewards and non-monetary rewards such as statues, recognition and advancement.

“Organizational culture defines a jointly shared description of an organization from within.” — Bruce Perron

It is a collaborative process of creating awareness and understanding difference between individual’s perspective and varied interests that from others. It also brings perspective alignment of organization and its employees. This expands the definition beyond patterns of behaviour into jointly held beliefs.

“Organizational culture is the sum of value ion.” — Richard

Organizational culture protects the organization from wrong people and thier thinking similar to the function of human immune system preventing viruses and bacteria from damaging the body. The difference is that organizational immune system also can attack agents of needed change, which might hamper on boarding and integration of people in the organization. It also brings in view that cultures are multiple, overlapping and dynamic.

“Organizational culture is shaped by the main culture of the society we live in, albeit with greater emphasis on particular parts of it.” — Elizabeth Skringar

Organizational culture is shaped and overlaps by the culture of the nation in which the organization is situated. This observation highlights difficulties faced by global organization in establishing and maintaining unified culture while operating in multiple national, regional and local cultures.

“An organization is a living culture that can adapt to the reality as fast as possible.” — Abdi Osman Jama

Finally culture is dynamic. It changes incrementally and constantly according to the external and internal changes. So to assess organizational culture it is complicated like hitting a moving target. But it also opens the possibility of learning and