Organizational Culture Analysis

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. Organizational culture has the potential to enhance the performance, employee job satisfaction, and the give sense to solve the problem. Effects of organizational culture

Culture is the combination of important assumptions that are shared in common by each members of an organization and are often unstated. It has two major assumption values and beliefs. Values that are forwarded by the leaders of the organization and considered to be ideals that are desired by all the members of an organization. Beliefs on the other hand are the assumptions about the reality and created by experience. Organizational culture is a uniform perception of an organization which has common characteristics. Something is descriptive and effectively it can distinguish one particular organization from another. It can also integrate individuals and groups of organization systems. It is a set of commonly experienced stable characteristics of an organization which shows the distinctive features of an organization which differentiates it from others. In same culture employees can solve their problems easily. They teach the same to newly joined member in organization and tell them the organization standards, way of thinking, perceiving and how to approach problems. The full complexity of organizational culture, a number of researchers made attempts to recognize and examine the components of the organizational culture. One of the inseparable components of organizational culture is the values that are shared and held by the individuals of an organization. It is the form of

Though not all organizational change involves innovation, all organizational innovation involves change (King, 1990). Though studies have acknowledged existence of a relationship between organizational culture and organization innovation (Kotter and Heskett, 1992), empirical studies on the impact of organizational culture on innovation are very few. This review is related to literature includes a discussion of 1) organizational culture, 2) organizational innovation, 3) organizational culture and innovation. The review of literature will conclude with the contribution of the study and summary of the related literature. In a sample of United States firms, O’Reilly et al. (1991) identified the following seven dimensions of organizational culture using an instrument they developed, the Organizational Culture Profile (OCP): innovative, stable, respecting of people, outcome oriented, detail oriented, team oriented, and aggressive. These culture dimensions are quite similar to Hofstede et al. (1990) practice dimensions generated from an international sample of firms, the OCP dimensions also resemble two of the four types of cultural knowledge that Sackmann (1992) found generalized across a single organization. Authors have generated many culture dimensions over the past few decades (e.g., Denison, 1990; Rousseau, 1990; Zammuto & Krakower, 1991).