An organization’s culture explains the proper way through which one is expected to behave within an organization to shape the perception of employees, their understanding and behaviours. Throughout the history of most organizations, organizational culture has played a vital role in influencing decisions by the members as well as the way through which members accept or reject the initiated decisions. Significantly, culture exhibited in an organization determines it next point of actions as well as the relationship that is needed within the premise to revamp output. According toDi Stefano, Scrima & Parry, E. (2019),behaviours in an organization are the most potent determinants for real change. However, organizational culture is usually plagued with essential dysfunctional dynamics which have stemmed from various dysfunctional personalities that evaluate the environment. Therefore, to work efficiently and effectively within the dispensations of one’s culture, it is essential for one to adequately understand it to make his or her workplace safer and accommodative. Organizational culture has a significant impact on the behaviour of employees within the workplace. This paper focuses on examining the experience of delivering and designing a specific change that organizational culture has had for the growth and development of companies. It also captures the importance of understanding organizational culture for the transformation of the workplace behaviours.
The most significant issues to collegiate organizations are the creation of a robust organizational culture. The culture should purposely aim at boosting the correlations of employees in working together effectively and cohesively for transformational changes in the organization. However, to ensure that these organizational cultures are credible and able to address different issues about the success of the organization, it is necessary to explore all problems associated with them. Similarly, the workplace should be sound and all assumptions built to deal with any form of jeopardy that might be realized (Di Stefano, Scrima & Parry, 2019). In most cases, the culture exhibited by managers and the employees within an organization determines the workplace behaviour. For instance, leadership and management have been regarded as the essential part of the organization regardless of the position that one holdsto ensure that the progress of the organization is within the outlined missions, visions and objective. Failure of these integral parts to work towards a common goes usual renders the company passive. Similarly, in power dispensation and distribution, the chronological approach must be introduced to allow each member to work within his or her might. As a result, through the continuous application, it makes the organization stable and coherent in its services.
According to Idowu (2017), understanding organizational culture and its influence on the workplace behaviours. There are three major dimensions of corporate culture that must be evaluated in determining the impact of such rationales in determining the intended outcome. For instance, the symbolic reminders that are based on visible artefacts, a mindset that is associated with shared beliefs and attitudes and the keystone behaviours that are related to recurring acts with an organization. These behaviours remarkably act as the most potent determinants that can be used to fathom real change. Similarly, exposing workers to work with certain current cultural situations within an organization not only allows them to boost their potentiality but also ensures that all operations that are being carried put in the organization are towards a common goal (Such & Mutrie, 2017). However, studies also show that understanding the organizational culture of any organization is based on its nature of mission statement. The statement usually portrays the characteristics of the organization and acts as the baseline for interpreting the goals and strategies of an organization. They also provide a starting point, through which organizations can create their cultural artefacts to communicate their values on a deep-rooted and personal level,
The nature of leadership exhibited in an organization also determines the workplace place. The body involves stakeholders and individual who display authority in a way thatinternalizes and reinforces values of the premise (Idowu, 2017). Leaders must remain open to feedbackswhile the organizations are making changes to react to future explorations. These efforts require one to remain flexible to all the needs of the institutions while adhering to the terms of values that unite the organization. Leaders must also have a clear strategy in the types of restructuring and personal changes that are needed to create the environment. The collaboration between leaders and other individuals in the organization helps in validating the workplacebehaviours. For instance, it is from the leaders that concrete plans can be initiated especially those that aim at shaping the entire organization. The interaction and socialization n with the newcomers in an organization which is usually done in stages evaluate the relationship among employee. Anticipatory socialization, change and integration determine the needed changes that accompany can make without interfering with other valuable components. As a result, it is worthnoting that leadership in an organization determines the behaviours within the workplace.
Moreover, change organizational culture is an extremely gradual process. It must be done in stages to meet the required threshold with an organization. These stages determine all concepts that are needed to ensure that all operations are within the mission statement of the organization. Although several variables, such as extreme resistance may affect the efforts that are being invited to make the workplace accommodative. The behaviour in the workplace also determines on the coherency through which various actions are done. For example, change of organizational culture requires alignment of policies and structures, active participation, and consistent communication. According to Cross& Carbery (2016), the concepts analyze how members of an organization use the available resources to ensure safety of their working environment. Workplace behaviours also show how different concepts and issues have been put together for a common goal. In every organization, the way they conduct their services and reach their customers acts as the link between them and their goals. It shows how work is being done in such premises and the possible outcome being expected (Cross& Carbery, 2016). Research shows that organizations with specific cultural catalyst such as informal emotional approaches in influencing behaviour have had significant changes. However, working with specific current cultural conditions has adequately provided companies with natural advantages to shape up their working environments.
A strong organizational culture is a common denominator in most successful organizations. All have higher position based on cultural priorities and the values do not only focus on individuals but also the organization and their goals. Most leaders in these companies live their cultures always and employ other methods to communicate their identities to prospective new hires and employees. It is also commonly maintained that workplace behaviour is associated with mental shifts within an organization. This is why in most cases leaders with organizations usually try to change their mindsets through communicating their values and ensuring that they are followed. Trying to change organizational culture is always hectic and requires proper evaluation of all issues that are measurable within the premise. Some good examples of change in behaviour that has been evident in most organizations reveals that behaviour that is seen among members of the company originates from the interpersonal relationships exhibited in the institution.
Conversely, an effective organizational culture has significant impact on the organization and its leadership. High turnover, disengaged employees, low profits and poor customer relations are examples of the negative impact of culture within an organization. Similarly, acquisition and merger are fraught with issues associated with culture. According to Sinha, Priyadarshi & Kumar(2016),all organizational cultures that have worked well may have dysfunctional culture after acquisition. Research shows that the failure of an organization depends on how cultural problems can be done to create a favourable condition. Redefining and blending the cultures as well as reconciling the differences that existed between them while building a common platform for its future. Culture can also ensure an informal control mechanism, shared understanding between employees and an exceptional sense of identification within an organization. Employees whose workplace has strongly defined cultures have the ability to justify their behaviours at work due to correlations between their behaviour and culture. The company leaders play an integral role in sustaining and reshaping organizational cultures. Failure of executives to fit into organization’s cultures may make them quite or fail due to their poor behaviour. Overall, culture is anebulous factor and is usually an undefined aspect in an organization that manifests itself to determine the behaviour in a workplace.
References
Cross, D. C., & Carbery, D. R. (Eds.). (2016). Organizational Behaviour: Introducing Organizational Behaviour; Michelle Hammond; 2. Personality; Jill Pearson; 3. Perception; Jennifer Hennessey; 4. Work Related Attitudes and Values; Ultan Sherman; 5. Motivation and Stress in the Workplace; Collette Darcy; 6. Emotions and the Workplace; Deirdre O’Shea; 7. Groups and Teams in the Workplace; Christine Cross and Caroline Murphy; 8. Leadership; Ronan Carbery; 9. Power, Politics and Conflict at Work; Christine Cross and Lorraine Ryan; 10. Communication in …. Palgrave Macmillan.
Di Stefano, G., Scrima, F., & Parry, E. (2019). The effect of organizational culture on deviant behaviors in the workplace. The International Journal of Human Resource Management, 30(17), 2482-2503.
Idowu, O. E. (2017). Understanding organizational culture and organizational performance: Are they two sides of the same coin. Journal of Management Research, 9(1), 12-21.
Sinha, S., Priyadarshi, P., & Kumar, P. (2016). Organizational culture, innovative behaviour and work related attitude. Journal of Workplace Learning.
Such, E., & Mutrie, N. (2017). Using organizational cultural theory to understand workplace interventions to reduce sedentary time. International Journal of Health Promotion and Education, 55(1), 18-29.
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