Organizational culture

Topics: Organizational studies, Organizational culture, Organization Pages: 5 (1426 words) Published: April 1, 2014
PYC 4810
AssigNment 02
Unique number:

Table of Contents

Organizational culture is an important part of any organization, for this is the principles a company stand for. Without a strong, stable culture, an organization is sure to fail sooner than later. I will now discuss the subjects briefly mentioned in assignment 1. 1. The organizational culture of the organization where I work: 1.1. A) Definition of Organizational culture and 4 types of cultures. Organizational culture refers to the shared values, norms, visions, symbols, beliefs, habit, working language between people sharing a working environment. There are, according to (Greenberg, 2011) four types of organizational cultures that exist. (Control) Hierarchy culture: These are typically large, bureaucratic corporations where smooth production, without wasted time is important. Stability, control, internal focus, standardization and integration are key principles to this system. Leaders in such a system should organize, monitor and coordinate the people and process thoroughly. (Compete) Market culture: These organizations are also concerned with stability and control, but rather than focusing on internal factors, they focus on external. This system is concerned with competition. They look at all the other organizations competing in the same market and then focus on their relationships- or transactions with suppliers, customers, contractors, unions, legislators, consultants, regulators etc. They believe that they’ll achieve success by focusing on effective relations (external).

(Collaborate) Clan culture: Inward focus is important, same as the hierarchy system, however clan cultures emphasizes flexibility rather than control and rigidness. At such organizations, the well-being of workers comes first. It is said that people working in a clan-cultural environment feel related to their co-workers due to the warm, friendly nature.

(Create) Adhocracy: This culture refers to the opposite of bureaucracy, focusing on flexibility and the external environment. It’s all about opportunities, problem-solving and outcome. These type of companies should always be up to date regarding development and technology. Typical example of such organizations is software-developing companies.

1.1 B) The culture of the organization where I work: The organizational culture at my company is the Create or Adhocracy culture (defined above) According to Waterman’s theory (cited in Greenberg, 2011) an Adhocracy culture goes beyond the ordinary bureaucratic lines to capture opportunities, solve problems and get results. In my organization, we focus on innovation and creativity. Team work is essential, because software engineers have to split up the work due to the work-load.

2. How are new employees accommodated in the organization?
Accommodation can refer to special needs of some employees or just taking account and respecting all members’ race, ethnic group, color, nationality, social origin, religion, age, marital status, sexual orientation, sex, opinions, family status and source of income. In my company, respect is a very important aspect, we accept every member the way they are. Supporting each other rather than rejecting. (Denison, 1990).

In my organization, we use a process called “Onboarding”. Onboarding is the process whereby information, training, mentoring and coaching is provided to new members. This makes new members feel welcome and informed. This also increases productivity from the beginning, reduces costs due to flaws and saves co-workers training time. According to (Parker, 1993) this process includes four stages to let new employees “onboard”. Acquiring is the first step we use in the onboarding process: In this first step, newcomers will be introduced to co-workers. The group in which the employee will work is already decided before his/ her arrival. The employee will now get the opportunity to talk to other group...

Bibliography: Carroll, P. (1993). Big blues: The unmaking of IBM. New York: Crown.
Denison, R (1990). Corporate culture and organizational effectiveness (3rd ed.) Oxford, England: John Wiley & Sons.
Greenberg, J (2011). Behavior in Organizations.
Martin, J. (1982). Stories and scripts in organizational settings. In A. Hastorf & A. Isen (Eds.), Cognitive social psychology (pp 255-306). New York: Elsevier-North Holland.
Ornstein, S.L.(1986). Organizational symbols: A study of their meanings and influences on perceived psychological climate. In J. Greenberg, Behavior in Organizations (p 520). London: Pearson Publications.
Parker, M (1993). Postmodernism and organizations. Sage Publications ltd.
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