What Is Organizational Culture

Culture is a concept of the services that are produced in social and organizational circumstances are derived from culture are very powerful. If we fail to understand the operation of these forces, we become victim to them.

Let us take an example: In DEC (DIGITAL EQUIPMENT CORPORATION), Mr. Edgar H. Schein was invited for improvements in managerial functions such as communication, interpersonal skills and decision making. And observations stated as: High levels of interruption, confrontation and debate, Emotional involvement in decision making, frustrations while making things happen and finally everyone obsessed to hold the winner medal. And solutions figures out were: To listen carefully and patiently, reduce or void interruptions, stick to the agenda, reduce frustration level and be issue focussed not people focussed.

As mentioned in the history, the concept of culture was used by a layman to indicate sophistication. Relevance of culture linked with society refers customs and rituals. When it comes to an organization it is all about environment and best practises adapted in managing people. However it is different to different set of organizations. For service industries culture is “Customer Satisfaction”, for manufacturing or production companies it is “Quality”. Effective organizations stand to possess right kind of culture. Managerial literature says culture is necessary to perform effectively results in effective organization. Survival and economic performance robotically shoots in organizations with good culture. Positive approach is what knocks most of the organizations it may be banks, stores, engineering industries, or airlines. The concept of organization culture normalises all these pit falls. All we need to do is understand the dynamics of culture. This avoids puzzled look, irritations and apprehensive when we encounter the unfamiliar or seemingly irrational behaviour of people in organizations. And we will have holistic overview of how difficult it is to change people in organizations.  In other words, understanding better culture means understanding ourselves.

Culture and leadership are the two faces of the same coin.  Great leaders who make their followers work come with good culture. It very difficult and semantic confusion to define organization culture as organizations themselves operate with ambiguity. Culture adds several elements to concept sharing such as:

Structural Stability: If there is structural stability, though the members of organizations depart, culture stabilises.

Depth: Culture is deepest and unconscious part of teams involved in organizations. When we go into the depth of issue, we attain the level of stability.

Breadth: Culture is a vast relevance to various departments in organizations and its internal operations.  Understanding breadth of an organization covers all of team functionality.

Hence culture is formally defined as “ A pattern of shared basic assumptions that was learnt by set of people as it solved its issues of external adaptation and internal integration, that has proved to be valid and therefore to be preached and practised by people to perceive, think and feel in relation to those issues”.

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