Organizational Culture

organizational-culture

Human communities are a mixture of the past and the future. The most important factor that sustains this integrity is the culture which is sustainable. Organizational culture can be considered as a sub-dimension of social culture. In this sense, the organizational culture is affected by the surrounding environment. The members of the organization shape the culture of the organization by carrying the cultural elements of the environment they live in. Organizational culture also directs the organization and its members. In this context, culture is defined as a set of behaviors, norms, rules and other habits that cause mutual interaction. 

An organization refers to a group of people gathered together for a particular activity. In this sense, enterprises are organizations. In the same way, even the communities such as associations, foundations, football clubs, especially the state are organizations. 

In organizations, original culture takes its source from the founder's philosophy. As the firm grows, cultural criteria are influenced and changed (Robbins and Judge, 2013: 523). Decisions made by senior management shape the climate over time. With the general acceptance of climate and socialization, culture is shaped, developed and changed. 

Organizational culture, which is in a position to connect members of the organization with the consciousness of unity and set targets in the way of reaching common goals, acts as a guide for managers to easily carry out policies (Genç, 2012, 377). 

Culture means identity for the organization and serves as a guide to evaluation of the organization. In addition, organizational culture facilitates communication and mutual understanding by bringing a certain standard to employees and works. This means efficiency and effectiveness for the business. Potential conflicts within the organization are considered to be dangerous for the organization if they carry the potential to disrupt this (Eren, 2004: 168). 

Geert Hofstede's four cultural dimensions guide us in understanding the cultures of human communities and the differences between them. In a study of an international company at its branches in different countries, Hofstede noticed that employees were producing different solutions to similar problems they encountered. As a result of this study, the culture was found to have four dimensions, and in particular, cultural differences in values and communication related to the working environment manifested itself in these four dimensions. These dimensions are called Individualism versus collectivism, Power distance, Masculinity versus femininity, and Uncertainty avoidance. 

Having an organization that has a stable culture structure is a blessing for that organization. Because organizational culture increases organizational commitment. It can increase the coherence of employee behaviors and this obviously provides a positive benefit. Culture is also very valuable for employees; because they know how to do things and what is important through culture. Culture is transmitted and conveyed to employees in various forms, such as stories, rituals and organization-specific languages. Thus, employees socialize and loyalty increases. 

References

  • Robbins, S. P.ve Judge, T. A. (2013). Organizational behavior 15th ed., Pearson Education, Inc., Publishing as Prentice Hall New Jersey
  • Genç, N. (2012); Yönetim ve Organizasyon, Çağdaş Sistemler Ve Yaklaşımlar. Seçkin Yay. İşletme ve Finans 
  • Eren, E. (2004); Örgütsel Davranış ve Yönetim Psikolojisi, Beta Yayınları, İstanbul

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