Organizational Culture

Topics: Organizational culture, Mission statement, Strategic planning Pages: 10 (3008 words) Published: March 2, 2013
The 6th International Scientific Conference
Braşov, December 02-03, 2011
LTC. Tirtan Catalin
Army Academy “Nicolae Bălcescu”/ Sibiu/ Romania
This article examines the existing literature on relationships between an organization and its culture, processes and approaches, individual efforts of those involved from leaders to employee. The paper further argues that certain organizational cultural attributes contribute to the shaping of future courses of action, failure or not in achieving change, and considerate the goals and strategies of the business. Next, this article focuses on vision, values, and mission as core descriptive of an organization and the climate required for successful achievement of the mission statement and vision statement. Basically, organizational culture is the personality of the organization, and will drive the employee’s efficiency and company performance levels. Culture is comprised of the assumptions, values, norms and tangible signs (artifacts) of organization members and their behaviors, and leadership.

Keywords: Organizational, vision, mission, culture, performance, culture of forgiveness, and leadership

1. Introduction
Organizational culture can be described as “the personality of an organization”, or simply as “how things are done around here”. It shows how employees think, act, and feel. Organization culture is a key aspect to the organization's success or failure. Organizational culture “shapes the way people act and interact and strongly influences how things get done”. Culture can also be expressed through the organization's myths, heroes, legends, stories, jargon, rites, and rituals. Corporate culture is a key component in the achievement of an organization's mission and strategies, the improvement of organizational effectiveness, and the management of change [1].

There are countless different definitions of organizational culture. The majority of them suggest in essence the same principle, that the organization’s culture is the shared values, beliefs and assumptions of how the members should behave. The rationale of the culture is to understand how organizations function and gives sense and importance to the organizations’ way of doing business. Culture helps to promote inner integration, bring labor force from all layers of the organization much nearer together, increases moral, and enhances their performance. Organizational culture shapes its members in the same way as personality shapes an individual, and defines what the organization is willing to do. An organization should not only emphasize cost-effectiveness without makes certain that its people are working in a ‘healthy’ organizational culture.

Organizational culture can be defined as “a system of shared assumptions, beliefs and values that develops within an organization and guides its members to certain models of 61

behavior. It comprises usual habits, behaviors, rules, dominant ethics, and a mood or climate conveyed”. Nevertheless, it appears a false impression that throughout an organization only one homogeneous culture may be present. The definition above fails to be aware of that in many organizations there are quite habitually groups that subsist along with the dominant culture having their own culture. They may have morals that are not consistent, or outwardly decline the culture as a whole; but at the same time they are still able to preserve their position. However, a strong organizational culture can be harmfully and actually affecting the performance of their workforce. Sometimes the organization’s culture can act as an impediment to the member of staff that are fighting to achieve a certain status within the organization. The rationale and purpose of this culture is to help encourage internal integration, by convey staff members from all the organization’s layers much nearer together, and by...

References: [2] Defence Leadership Centre, Leadership in Defence, Defence Academy of the United
Kingdom, , Shrivenham, U.K., 2004, pages 71-73;
know, Boston, MA: Harvard Business School Press, 1998;
[9] Ellinger, A
Journal of Management Development, 18(9), 1999;
[10] Edgar H
Francisco, CA: Jossey-Bass, 1985.
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