Organizational Culture Essay

Organizational Culture has been described as the dual-lane values, principles, traditions, and ways of doing things that influence the way organizational members act. In most organizations, these shared values and practices project evolved over time and determine, toa a large extent, how things are done in the organization. This definition continues to explain organizational values, described as beliefs and ideas about what kinds of goals members of an organization should operate and ideas about the appropriate kinds or standards of manner organizational members should use to achieve these goals.From organizational values develop organizational norms, guidelines, or expectations that prescribe appropriate kinds of behavior by employees in particular situations and control the behavior of organizational members towards one a nonher. The definition of culture implies three things. The culture is perspective, descriptive and finally shared at heart the organization. Research sugge sts that there are seven dimensions that describe and organizations culture.Each of the seven dimensions (shown in exhibit 1) ranges from low to high, meaning it is not very typical of the culture (low) or is very typical of the culture (high). The seven dimensions of culture are Attention to Detail. Outcome Orientation. People Orientation. Team Orientation. Aggressiveness. Stability. establishment and Risk Taking. The culture of an organization can either be Strong or Weak. It is the culture, that sometimes influence the employees behaviors and actions. Strong Culture is said to exist where ply respond to stimulus because of their alignment to organizational values.In such environments, strong cultures help firms operate like come up oiled machines, cruising along with outstanding carrying into action and perhaps minor tweaking of existing procedures here and there. Research shows that strong cultures are those in which the key values are deeply held and widely shared and esta blish a greater influence on employees than do weaker cultures. A Strong culture may be especially beneficial to firms operating in the run sector since members of these organizations are responsible for delivering the service and for evaluations important constituents make about firms.Research indicates that organizations may derive the following benefits from developing strong and productive cultures kick downstairs aligning the company towards achieving its vision, mission, and goals High employee motivation and loyalty Increased team cohesiveness among the companys various departments and divisions. Promoting consistency and encouraging coordination and control within the company Shaping employee behavior at work, enabling the organization to be more efficient.However, in a strong culture, people do things because they believe it is the slump thing to do, this often creates a state where people, even if they have different ideas, do not challenge organizational thinking, ther efore, resulting in a reduced competency for innovative thoughts. Most organizations have moderate to strong cultures that is, there is relatively high agreement on whats important, what defines good employee behavior, what it takes to get ahead, and so forth.However, it is withal important to view what a weaker culture in an organization may yield at An organizations culture is often established by its top managers and it starts at the selection process. For instance, during the employee selection process, managers typically judge job candidates not only on the job requirements but also on how well they might fit into the organization. Further to that, the risk-taking appetite and irreverence to its competitors by the top managers paves the growth and action of an organization.