Background Organizational culture is described by Robbins & Coulter  as the shared values, beliefs, or perceptions held by employees within an organization or organizational unit. Because organizational culture reflects the values, beliefs and behavioral norms that are used by employees in an organization to give meaning to the situations that they encounter, it can influence the attitudes and behavior of the staff . Understanding the organization’s core values can prevent possible internal conflict . In other management fields, empirical research of organizational culture has involved the functionalist perspective, providing impressive evidence of the role of organizational culture in improving performance .The pervasiveness of
Organizational structure alters and adjusts according to the company 's goals and strategy in order to maximize performance effectiveness. Organizational culture is a significant aspect influencing the structure. Organizational culture is the way things must be done in the company. It influences many processes, therefore, the structure must be compatible with the culture otherwise it might lead to the conflicts. The role of HR is essential in structure implementation and development it may also influence the structure by giving recommendations as per adjustment in order to align better with company culture, goals, and strategies.
These companies also seemed to be more effective with a greater degree of differentiation between subtasks in the organization. On the other hand, those companies operating in stable environments tend to exhibit a more mechanistic organizational structure. Tom Burns and G.M Stalker found similar results. System management theory This theory focuses on how collective workforce combine together to accomplish some end goal or objective. An organization with parts like management, employees, assets, products and information is a form of a complex system.
Organizations have “something” that makes them have a unique identity. In addition, managers must be capable of influencing the culture of the organisation. Thus., the effectiveness of a company is highly influenced by the strength of culture. Thus organizational culture ought to be complemented by the culture for it to be effective. Therefore, for internal stakeholders such as employees, communication of vision might be easier as they share the same belief.
According to Wagner (1995), organizational culture has a strong impact on employees’ behavior and attitudes. Given the dynamics of culture and human behavior, studying how employees commit themselves to their organization has become essential in the context of management, and there are a few research reports. For example, Lok and Crawford’s (2001) study showed the significant impact of organizational culture on the commitment of employees. Deal and Kennedy (1982) also recommended that organization culture affects the commitment of employees within the organization, and the strength of organizational commitment is associated with the strength of organizational culture. That is, organizational culture could play an important role in enhancing commitments and improving performance of employees.
Introduction According to Schein (1992), organization culture is becoming very significant nowadays compared with the past because it will affect the overall performance of an organization. By understanding the organization culture, it enables managers to analyze the organization behavior in order to lead and monitor (Ojo, 2010). Organizational culture is the system of sharing the common actions, values and beliefs that develops within an organization despite the characteristic of the members are different and it will guides the behavior of its members (Schermerhorn et al., 2011, p 366). It acts as glue that holds the overall organization together with the common practices (Tichy, 1982). Pettigrew (1979) argued that style of an organization in conducting a business is mostly depends on the different level of culture based on the multifaceted set of beliefs, values and assumptions.
The objective of this article is to demonstrate the relationship of culture within organizational environment. Culture has an impact on employee’s performance, if they have the same values and norms they will be more committed with their work. This increase performance and helpful for organization in order to achieve their goals. Culture is the set of values, beliefs, and norms that influence the way employees think, feel, and behave in the workplace. Having same culture give employee’s the sense of identity, commitment with organization, reinforces values, and shape behavior.
This relation adds a new dimension to the business and is said to be the point of view of the individuals or the employees that work in a given organization. The term used to describe this relation is organization culture. In the words of Schwartz and Davis (1981, p. 32), “Culture is a pattern of beliefs and expectations shared by the organizational members. These beliefs and expectations produce norms that powerfully shape the behavior of individuals and groups within the organization”. Organization Culture as described above, is equally important to the performance of the business as the organization structure is.
Role of teamworking in different organisations Teamworking helps in accomplishing tasks faster and more efficiently than tackling projects individually and also reduces the workload on all employees by sharing responsibilities and ideas. Teamwork can also be an opportunity for employees to bond with one another. Working together as a team on a project can make employees feel valued when tasks are completed successfully, and a task which all of them had to contribute to the final outcome improves relations within the team and gives them greater respect for each other. Advantages and disadvantages of teamworking in an organisation ADVANTAGES Better Outcomes: Teamwork can lead to better business outcomes because a team working together can come
Ayob, 2011). The impact of societal change has also placed an increased demand for more skilled and educated leaders, thus the responsibility of the leader and the leaders role has also changed within the flattening, organizational hierarchy. Teams of these professional leaders, seeing themselves as colleagues rather than in superior subordinate positions are becoming more commonplace in business today (Hobkirk A.,