Influence Of Organizational Culture On Behavior

Influence Of Organizational Culture On Behavior – What values ​​characterize an organization’s culture? While culture may not be immediately obvious, identifying the values ​​that describe an organization’s culture helps us define, measure, and manage culture more effectively. To this end, many scholars have proposed different cultural typologies. One classification that has received a lot of research attention

(OCP), where culture is represented by seven distinct values.Chatman, J. A., & Jehn, K. A. (1991). Evaluate the relationship between industry characteristics and organizational culture. How could you be different? Academy of Management, 37, 522-553; O’Reilly, C.A., III, Chatman, J.A., and Caldwell, D.F. (1991). People and organizational culture. Profile comparison is a way to evaluate the compatibility between a person and an organization. Academy of Management Journal, 34, 487-516. We describe OCP as well as two other dimensions of organizational culture that are not represented in the framework but are important dimensions to consider: service culture and safety culture.

Influence Of Organizational Culture On Behavior

According to the OCP framework, companies with innovative cultures are flexible, adaptable and experiment with new ideas. Flexible, adaptable and trying new ideas. These companies are characterized by a flat hierarchy, where the importance of titles and other distinctions of status is usually downplayed. For example, W.L. Gore & Associates Inc. is a company that offers innovative products such as GORE-TEX® (breathable, windproof, and waterproof fabric), Glide dental floss, and Elixir guitar strings, earning the company the name in honor of Most Innovative Company in the U.S.

The Interplay Of Leadership Styles, Innovative Work Behavior, Organizational Culture, And Organizational Citizenship Behavior

W.L. Gore has been able to continually innovate and capture significant market share across various industries, largely due to its unique culture. In this company, employees do not have managers in the traditional sense, and risk-taking is encouraged by celebrating failures and successes. Deutschmann, A. (2004, December). The fabric of creativity. Fast Company, 89, 54-62. Companies such as W.L. Gore and Genentech Inc. also encourage Google encourages its employees to take risks by allowing engineers to dedicate 20% of their time to projects of their choice. Deutschman, A. (2004, December): The Fabric of Creativity. Fast Company, 89, 54-62; Morris, B., Burke, D., and Neering, B. (2006, January 23). Best job now! Fortune, 153, 78-86.

Companies with Aggressive Cultures: Cultures that value competitiveness and better results than competitors. Values ​​competitiveness and better results than competitors; By emphasizing this, they may fall short in the area of ​​corporate social responsibility. For example, Microsoft Corporation is often defined as a company with an aggressive culture. Over the years, the company has faced numerous lawsuits and antitrust disputes with competitors. In aggressive companies, people might use a phrase like “We’re killing our competitors.” In the past, Microsoft executives often made statements like: “We’re going to take Netscape off the air…and everything they sell, we’re going to give it away.” Its aggressive culture is cited as a reason for getting into new legal troubles before old ones are resolved. Green, J., Reinhart, A., and Lowry, T. (2004, May 31). Does Microsoft know how to be good? Business Week, 3885, 80-81; Schlender, B. (1998, June 22). Crusade at the gates. Fortune, 137, 30-32. Recently, Microsoft founder Bill Gates established the Bill & Melinda Gates Foundation, and intends to devote his time to reducing poverty around the world. Schlender, B. (2007, December 10). Bill Gates. Fortune, 156, 54. It will be interesting to see if he brings the same competitive approach to the world of philanthropy.

The OCP framework describes results-oriented cultures that emphasize achievements, results, and actions as important values. Such as those that emphasize achievements, results, and actions as important values. A good example of a results-oriented culture is Best Buy Co., Ltd. a company. A culture focused on sales performance Best Buy calculates revenue and other relevant numbers daily by department. Employees are trained and mentored to sell the company’s products effectively and know how much money their department makes daily. Copeland, M.F. (2004, July). Best buy vending machine. Business 2.0, 5, 92-102. In 2005, the company introduced its Results-Oriented Work Environment (ROWE) program, which allows employees to work anywhere, anytime; They are evaluated on the basis of results and achievement of clearly defined objectives. Thompson, J. (2005, September). The time we waste. Management Today, pp. 44-47. Results-oriented cultures hold employees and managers accountable for success and use systems that reward employee and team results. In these companies, it is common to see rewards tied to performance indicators rather than seniority or loyalty. Research shows that organizations that have a performance-based culture tend to outperform companies that do not. Nohria, N., Joyce, W., and Roberson, B. (2003, July). What really works? Harvard Business Review, 81, 42-52. At the same time, some results-focused companies may have a desire to achieve measurable results and performance goals which may lead to negative consequences. Companies that outperformed their employees, such as Enron and WorldCom, had well-publicized business and ethical failures. When performance pressure leads to a culture in which unethical behavior becomes the norm, individuals see their peers as competitors and short-term results are rewarded; The resulting unhealthy work environment is a liability.Probst, G., & Raisch, S. (2005). Organizational crisis. The Logic of Failure Academy of Management Executive, 19, 90-105.

Stable cultures: Cultures that are predictable, rule-oriented, and bureaucratic. Predictable, structured and bureaucratic. These organizations seek to coordinate and target individual efforts to achieve maximum effectiveness. When the environment is stable and safe, these cultures can help the organization be effective by ensuring stable and consistent production levels. Wistrom, R. (2004, August). The number of guards at nuclear power plants will be increased. Risk analysis. International Journal, 24, 959-961. These cultures prevent quick action and, as a result, may not be suitable for a changing and dynamic environment. Public sector structures can be considered sustainable cultures. In the private sector, Kraft Foods is an example of a decision-making and rules-oriented company that suffered from a culture-environment mismatch. Thompson, S. (2006, September 18). Kraft CEO opposes company and cuts marketing staff. Advertising Age, 76, 3-62. Its bureaucratic culture has been accused of killing good ideas at an early stage and preventing the company from innovating. When a company embarked on a change program to increase the agility of its culture, one of the first actions it took was to combat red tape by adding more red tape; They created a new position of Business Process Streamlining Manager, which was later eliminated. Boyle, M. (2004, November 15). Craft Arrested Development. Fortune, 150, 144; Thompson, S. (2005, February 28). Kraft’s simplification strategy isn’t everything. Advertising Age, 76, 3-63; Thompson, S. (2006, September 18). Kraft CEO opposes company and cuts marketing staff. Advertising Age, 77, 3-62.

Pdf] Does Organizational Commitment Mediate The Impact Of Organizational Culture And Interpersonal Communication On Organizational Citizenship Behavior?

People-oriented cultures Cultures that value fairness, encouragement, and respect for individual rights. Values ​​justice, support and respect for individual rights. These organizations truly live by the motto that “people are their greatest asset.” In addition to fair procedures and management methods, these companies create an atmosphere where work is fun and employees do not have to choose between work and the rest of their lives. In these organizations, there is a greater focus and expectation on treating people with respect and dignity. Erdogan, B., Leiden, R.C., and Kramer, M.L. (2006). Shares and turnover of leading members. The mediating role of organizational culture. Academy of Management Journal, 49, 395-406. One study of new hires at accounting firms found that employees stayed on average 14 months longer at companies with a people-focused culture. Sheridan, J. (1992). Organizational culture and employee retention. Academy of Management Journal, 35, 1036-1056. Starbucks is an example of a people-oriented culture. The company pays employees above minimum wage, and offers health care and tuition reimbursement to its part-time and full-time employees, as well as creative perks like free weekly coffee for all its employees. As a result of this policy, the company has a lower turnover rate than the industry average.Weber, G. (2005, February). Keeping the counterculture alive. Workforce Management, 84, 28-34; Motivation secrets of the top 100 employers. (2003, October). Human Resources Focus, 80, 1-15. The company is commonly rated as one of the best places to work

Companies with team-oriented cultures: Collaborative cultures that emphasize cooperation among employees. Willing to cooperate and emphasize cooperation among employees. For example, Southwest Airlines promotes a culture of teamwork by training its employees to help each other when needed. The company also emphasizes consistent team training. Pollino, M. C., & Turnelli, W. H. (2003). Additional countries: Develop and manage employee civil conduct. Academy of Management Executive, 17, 60-71. Employees participate in twice-daily meetings called Morning Meetings (MOMs) and Daily Afternoon Discussions (DADs), where they collaborate to understand the sources of problems and determine courses of action. In Southwest’s selection system, applicants who are not considered team players are not hired as employees. Miles, S. J., & Mangold, J. (2005). Positioning Southwest Airlines through employee branding. Business Horizons, 48, 535-545. In group-oriented organizations, members strive hard