Impact Organizational Culture

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Organizational culture is a set of human behaviors within an organization. Culture consists the organization’s values, norms, systems, language, vision, beliefs, assumption and habits. It is also a mixture of collective behaviors and assumptions that are taught to new members of an organization in a way of thinking, feeling and perceiving. Organizational culture affects the way people or groups of people interact with each other, with their clients and with their investors.

Organizational structure describes how work such as task allocation, coordination and supervision are directed towards the achievement of organizational aims or goals.[1] It can also be considered as the viewing
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When an organization is small such as a single retail store, real estate agency, a two person consulting firm or a restaurant – Its structure can be simple.
In today’s reality, if the organization is very small, it might not even have a formal structure. Instead of following an organizational chart or specified job duties, individuals simply perform tasks based on their likes, dislikes, ability, and/or need. Organizational members can make their decisions, rules and guidelines are not prevalent and may exist only to provide the parameters. Small organizations are very often organic systems.
As an organization grows bigger, however, it becomes very difficult to manage without more formal work assignments or task and some delegation of authority. Therefore, large organizations create or develop formal structures. Tasks are fully specialized and in depth rules and guidelines dictate work procedures. Inter-organizational communication flows mainly from higher to lower, and hierarchical relationships serve as the foundation for authority, accountability, and control. The type of structure that develops will be one that provides the organization with the ability to function effectively. That 's one of the basic reason larger organizations are often mechanistic—mechanistic systems are usually designed to increase or maximize specialization and improve
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Situations are frequently portrayed as either steady or undefined.
When all is said in done, associations that work in steady outer situations discover robotic structures to be invaluable. This framework gives a level of productivity that upgrades the long‐term exhibitions of associations that appreciate generally steady working situations. Conversely, associations that work in unpredictable and as often as possible changing situations are more inclined to find that a natural structure gives the best advantages. This structure permits the association to react to environment change all the more proactively.
Propels in innovation are the most successive reason for change in associations since they by and large bring about more noteworthy proficiency and lower costs for the firm. Engineering is the way assignments are refined utilizing instruments, supplies, systems, and human
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