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.
Leaders help companies for culture by being goal oriented, having a specific purpose, and are created because one or more individuals perceive that the concerted and coordinated action of a number of people can accomplish something that individual action cannot. Because of the importance of the power variable of leadership and cultural development, this sheet will see how leaders use or abuse power and the impact this use of power has on the culture of an
As we transform to achieve our vision, our culture must keep pace with our business needs and should reflect what our customers want and expect from us. However, an identifiable gap exists between the stated culture of a company, where companies want to be and the actual culture, the behaviors employees actually display. We must rely on our leaders to help bridge that gap and drive the desired cultural shift by employing the techniques that help drive organizational culture such storeytellting and focused recognition. (Clampitt
In an organisations, path-goal theory also refers to the manager’s ability for guiding their subordinates to choose the right path way to achieve the organisational goal. According to path-goal theory, leader provides needed direction and support for subordinates to achieve organizational goals (Silverthorne, 2001). Richard et al. (2012) said that path-Goal theory suggests that leaders may not only use similar behaviours with different subordinates but may use different behaviours with same subordinates in certain situation. It is importance because leader can use the leadership styles of path-goal theory to improve their subordinates’ work efficiency.
It is more about risk and challenging the organization. It is all about change and innovation. Managers may not know everything about their organization and market hence the emerging of employees’ ideas to achieve organizational goals. It’s important that ideas come from periphery and bottom of the organization to promote diversity. A major downfall of the idea lens is adaptive tension.
Their pattern can give an understanding about the behavior and success of the organization to deal with both internal and external challenges (Schein, 2004, p. 59). Therefore, in order to grasp the nature of a culture, it is important to look at how all the basic assumptions relate with one another and concur in constituting the cultural paradigm. It is possible to see, according to the author, that a cultural paradigm can be more or less coherent, and this depends on whether basic assumptions are aligned with each other or not. If the basic assumptions are not in contradiction with one another, the cultural paradigm is cohesive, meaning that the culture in the organization is strong and less feasible to fragmentation. On the opposite, when
Organizational managers everywhere have tremendous power and influence; they help to shape the cultures and ethics of their organizations. Organizational managers can make invaluable contributions to their organization and the community if they positively shape the culture and ethics of their organization. In today's global economy, most organizational managers should expect their positive, or negative, impact on their organizations' culture and ethics to cross, cultural and geographical boundaries. Organizational mangers who effectively communicate their cultural and ethical values and expectations to their employees have a greater chance of positively influencing their organization; positively impacting external stakeholders and the greater community in which their organization operates, and; positively influencing future stakeholders in future generations. Furthermore, organizational managers must seek to develop their employees into other-centered employees, because eventually, other-centered employees develop into other-centered managers themselves.
The consequences of unethical actions will affect their employees and their families. If there is a financial punishment from the poor decision, it could affect their rate of pay or further compensation. Also, the employee’s perception of Verizon as an ethical company could change which could lower morale. Verizon should understand that customers
Culture: The culture of an organisation can be part of keeping employees engaged and making the company differ positively from competitors. For example some organisations collaborative or friendly and seek employee inputs, flexible working hours to drive engagement from employees and bonus, which will result in attracting new talent. Factors than can affect an organisations approach to recruitment and selection: Proactive human resources professionals understand the variety of factors influencing recruitment. Here are some the factors below which can affect an organisations approach; Demographic factors: Demography is the investigation of the human populace as far as sex, age, religion, occupation, ethnicity and structure and so on. The statistic factors impact the enlistment procedure inside the association.
They are the clan, adhocracy, market and hierarchy cultures. Performance varies depending on what cultures exist within an organization. The need for managers to maintain strong cultures within their organizations cannot be overemphasized, as the benefits enhance the overall organizational performance. 2.7 CONCLUSION This chapter reviewed literature on organizational culture as it affects employee performance. Literature on the OCAI model was reviewed.