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Every organization develops a core set of assumptions, understandings and, implicit rules that govern day-to-day behavior in the workplace. These concepts placed together are generally known as organizational culture, because they often refer to the internal environment of major corporations. Organizational culture by definition is a "system of shared values, assumptions, beliefs, and norms that unite the members of an organization" (Bartol, 91). Corporate culture aligns employee behavior, develops organizational commitment, and provides social workplace guidelines.
Culture should be a "system of shared meaning, " and composed of the "key characteristics that the organization values" (Finley, 77). Importantly noted, the corporate culture should consist of shared meaning, allowing its existence to be accepted by the employees whose attitudes and behaviors it impacts. The aspects that compose organizational culture include assumptions, values, behaviors, and artifacts. Assumptions of a corporation illustrate their position in relation to their environment. A company has the possibility to be located in a role of service, harmony, or dominance of its environment.
In addition, the assumptions may reflect the companys view of human relationships. Whether the company is highly competitive or cooperative, and its value of the individual versus the group, are all contributing factors. Values and beliefs have a bearing on the level on which an organization wishes to operate. The focus the organization places on quality, innovation, achievement, and the regard displayed for employees and customers are all components of those values. Behaviors that influence culture include ceremonies, rituals, patterns of communication, and symbols.
Ceremonies and rituals can be used to offer positive reinforcement and develop a standard of performance to be achieved where employee participation in these events is viewed as both stimulating and beneficial. Patterns of communication reflect the level of interaction promoted among those of different levels in the organization. Additionally, a symbol is utilized as a "object, act, or event that serves as a vehicle for conveying meaning (Bartol, 92). Finally, artifacts are those tangible items that are a part of a company. Items that include company dress codes, policies, office decor, and management hierarchy. Organizational Culture is important in the twentieth first century because "corporate success and, ultimately survival, depends on proper understanding of what dominant culture is, where strengths and weakness lie, and how much it diverges from corporate strategic objectives" (Finley, 101).
The development and maintenance of a strong culture can result in many benefits for an organization and for its employees. Culture has been described as the "normative glue that holds an organization together" (Ray, 44). This statement refers to the uniform bond and social stability that culture creates among all of the members of an organization. The definition of boundaries that help organization members differentiate their company from others is another function of corporate culture. In addition, it can encourage commitment of employees on a level that surpasses individualistic goals, and directs energy towards company-wide achievement. Culture may also function as a control mechanism that directs behaviors and attitudes of employees and develops a sense of identity for them.
Organizational culture can holistically be viewed as an operation manual for navigating the norms and processes of an organization. As a result of the influence that culture can impose on the internal processes and external reputation of an organization, communication is required to build the cultures presence and acceptance. Due to there being no sole way to successfully spread the core beliefs and values of the organization, there must be effective balance between determination of managers to promote these ideals, and employee commitment to support them. A method of fundamental importance to the communication of organizational culture is having high-level managers advocate their vision continually in realistic terms.
If creativity is to be valued, the "creative process itself deserves recognition" (Weizner, 16). Though success in all endeavors should be endorsed, failures characterize a chance to encourage learning from mistakes. In order to establish the credibility of corporate strategy, management must perform persistently on its behalf. Development of employee support of ideals depends upon leaders ability to convince workers of priorities and challenge them to institute change in their own job environment.
Direction and vision of strong corporate culture originates with the dedication of upper management. Organizational culture takes on different meanings across various industries and types of organizations. Based upon the type of clients, level of revenue, goods and services provided, and even geographical location, culture is reflected in the interest of the company's position in respect to these elements. Some prominent industries that have contrasting cultures are the technology and financial services industries. The technological industry is an important and growing sector of business that looks to Silicon Valley for direction. Presently, Silicon Valley is a region that houses 20 % of the 100 largest hi-tech firms and is composed of more than 7, 000 electronic and software companies such as Intel, Silicon Graphics, and Netscape.
Successful companies in "Silicon Valley have cultures that promote risk-taking, generate new ideas, implement work quickly, and thus achieve competitive advantage" (Weizner, 17). Elements that attribute to these firms successes are a result of the high-level of talented workers and well developed infrastructures represented. The great number of technology companies represented in this area creates an arena for the sharing of talent and idea development and exchange. Many of the companies in Silicon Valley share several of the same cultural aspects that account for the innovative and progressive atmosphere present in hi-tech firms. First, the "acceptance of productive failure, " is a factor that rewards and encourages those individuals who involve themselves in risk-taking to develop growth and insight for their organizations (Weizner, 17). The business casual dress code is an additional artifact adopted by the majority of technology companies that promote a comfortable environment in which creativity and innovation can be achieved.
The promotion of active change in reaction to competition encourages internal development of products that improve and surpass those existing in the current marketplace. The spirit of teamwork, participatory coordination, and minimal red tape are attractive characteristics of technology firms that can be found in a high majority of businesses and help employee retention rates in the industry. To succeed in fast-moving markets, financial services organizations must maintain certain standards and procedures to ensure accurate and ethical behavior. The organizational culture on Wall Street is a professional atmosphere that reflects the high net-worth clientele and sophisticated procedures utilized by the majority of the firms.
Characteristic of the culture adopted by the financial services industry there are many policies and procedures that require specific adherence to ensure precision of information and credibility of organizational capabilities. Some of the successful financial organizations on Wall Street employ similar cultural ideals that emphasize the knowledge base and intense demand of the financial marketplace. Formal organization communication systems are well developed to ensure communication flow between operation units. Often times, financial decision making requires the collaboration of numerous departments that supply the research, statistics, forecasting, and present market information regarding an investment or process that can only be comprehensively produced with adequate communication across departments.
Additionally, there is a commitment to quality of expertise of financial analysis. Corporate culture is an issue that companies can use to their benefit to help the organization's core values and beliefs become a shared reality for all members. The different vehicles that culture utilizes such as artifacts, behaviors, values and beliefs, all help to bring a uniformity and unity to an organization. Very often the culture is aspect most communicated by employees to the outside world. Just by various attributes a person displays in dress, actions, creative drive, and ingenuity, say a great deal about the organization the person works for and the culture they are exposed to.
Culture can take on various characteristics in different industries based upon competitive niche or product / service market, but regardless, corporate culture is valuable to an employees understanding of how to fit in an organization and how to get their job done. Positive changes in corporate culture are being made to include the different needs and obligations of workers. By promoting flexibility of work schedules, companies are able to attract a wider range of experienced candidates and help increase employee satisfaction rates. Finally, diversity is changing corporate culture to encourage to acceptance to different peoples and their various cultures.
With this element companies are becoming more global in their make up and more understanding in their cultures.
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Research essay sample on Values And Beliefs Organizational Culture