Analyzing Organizational Culture
In order to understand the culture of an organization, one must look at all levels within the organization. Cheney, Christensen, Zorn, and Ganesh (2011) state “the culture of an organization is embedded in and expressed by patterns and habits of communication” (p. 75). It is the people within an organization that display its culture when communicating with the organization’s environment. If the organization’s core values and belief system are not embedded in the people within the organization, the culture will not continue to exist. A small medical distribution company in Oklahoma City, Wound Management, strives to achieve the desired organizational culture by effectively communicating company beliefs and values in all levels of the company.
The organizational culture at Wound Management has been established over the 20 year period since its inception in 1994. On day one, Wound Management didn’t have a well-established culture. Then, with only two employees, the organization’s culture began to cultivate. The culture has evolved during this time as the external environment has changed. Today, Wound Management’s culture can be describe as pursuing an aggressive growth strategy, while being morally, ethically, and legally sound. This is a broad generalization of the overall culture, however, this is the foundation by which management operates and instills into the various subcultures within.
Cheney et al. (2011) explains that “very few cultures are monolithic entities based on just one system of meaning” (p. 77). There are often cultures within a culture, and these are referred to as subcultures. Although Wound Management is a small business, subcultures have been established in the organizations culture. Over time, growth has spawned the creation of new jobs to bring the total number of employees to 17. The two most prominent subcultures that exist are older seasoned employees and new employees. The seasoned...
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