How Do You Change an Organizational Culture? Essay Example

Introduction

Organizational culture is very important and every society in the world. Organizational culture has it very own unique world that exists within the confine of each institution.  Most individuals in the United States spend about forty hour or more in the workplace and it is this organization culture that affects the personal lives and work lives of individuals on a daily basis.  Organizational culture gives organization its identity and defines what the company is to its people and to its customers. Organizational culture helps to unite and motivate employees from different demographics and makes for a healthy competitive environment among employees (Lowe, & Media, 2008).This strategy is likely to be effective in supporting the demands of an organization and the people who are represented within the context of the firm and its primary constituents.

In order to accomplish a set of predetermined objectives, an organization must be sufficiently prepared to understand how the organizational culture plays a critical role in shaping the direction of the firm and its long-term strategy (Aktas, Cicek, & Kiyak, 2011). In this context, it is widely observed that an organization requires a long-term strategy that will accompany new perspectives and that will enhance employee performance through a high level of congruency and focus that impacts growth (Aktas et.al, 2011). Organizational culture is also correlated to efficiency, as these concepts demonstrate a high level of understanding and focus regarding how individual performance is measured over the long term (Aktas et.al, 2011). This strategy supports the development of new perspectives that will encourage individuals to actively participate in the organizational culture and value system (Aktas et.al, 2011).

The process of developing a successful organizational culture requires a high level of support and an understanding of how the culture should be applied to specific situations that impact long-term success within the firm (Atkas et.al, 2011). This strategy supports a greater understanding of the needs of the business that directly impact cultural norms and expectations, as well as other factors that may have a direct influence on individual employee behaviors and subsequent performance (Atkas et.al, 2011). In each organization, its culture should coincide with its primary vision, as there are significant issues that must be addressed that directly impact how a business responds to its customer base and how it directs its employees in achieving successful long-term outcomes (Atkas et.al, 2011). There is a critical need to establish an organizational culture that is congruent with its objectives and that will demonstrate a high level of effectiveness with respect to its operations (Atkas et.al, 2011).

Organizational culture must also demonstrate a high level of understanding of the needs of its employees and in establishing a far-reaching impact that will have a significant level of influence on these individuals (Naranjo-Valencia, Jimenez-Jimenez, & Sanz-Valle, 2011). This perspective is critical because it reflects an opportunity to examine the key constructs of the organizational culture and to determine its effectiveness in meeting the desired expectations (Naranjo-Valencia et.al, 2011). From an innovative perspective, an organization must be able to demonstrate its ability to promote change and progress in different ways through the actions that they take to achieve greater differentiation and subsequent innovation (Naranjo-Valencia et.al, 2011). In addition, it is evident that an organization should consider its options with respect to its viability in enhancing organizational growth and success over the long term (Naranjo-Valencia et.al, 2011). When an organization is prepared to take these steps, they are likely to achieve greater effectiveness and understanding of the needs of their employees, in addition to the needs of their primary customers who generate interest and enthusiasm towards the organization and its key objectives (Naranjo-Valencia et.al, 2011). This strategy encompasses an opportunity for an organization to evaluate its current culture and to determine if this culture is providing the appropriate level of support and dedication to customers, as well as a sufficient level of mutual respect for employees and the management team (Naranjo-Valencia et.al, 2011).

Studies show that organizational values, ethics and the treatment of employees by leadership can have a significant affect and influence on short term and long-term success of a company in addition to on performance of project plans, for example various social traits seem to be linked closely with organizational effectiveness (Wiewiora, Trigunarshah, Murphy, & Coffey, 2013).The values that organization demonstrates are organization ideologies, philosophies, norms, moral and charter.  The underlying assumption is that organizational events and historical are based on the perception, feeling, thoughts, behavior and processes (Wiewiora et.al, 2013).

There are many definitions regarding organizational culture; nevertheless, organizational culture by and large refers to the value and behavior an organization communicates through it uniquely shared and psychological environment of observed patterns of behaviors within the organization. (Hogan, & Coote, 2014).  Those employees who identify and who are commitment to their organization’s objectives and organization itself will adopt that organizational culture in most cases (Acar, Z. 2012). It is expected that an organization will demonstrate its ability to adopt effectively to a given culture through its efforts to translate the organizational culture into an effective approach to conducting business (Zheng, Yang, & McLean, 2010). From this perspective, it is evident that an organization’s cultural norms and values may have a significant impact on its level of efficiency, as well as its ability to be effective in communicating the culture and its impact on normal operations (Zheng et.al, 2010). Furthermore, knowledge plays a significant role in shaping an organization’s level of success through its integration into the current culture: “Knowledge resources are an outcome of organizational culture, structure, and strategy, because knowledge is created, made sense of, and utilized in accordance with a set of cultural values and norms, embedded in structural relationships, and reflected in strategic priorities” (Zheng et.al, 2010, p. 764). In this context, it is observed that organizations must actively reflect upon their cultural needs as a means of exploring new forms of guidance to impact operations in an effective manner (Zheng et.al, 2010). This process also impacts how the organization is observed in the external environment and the steps that are required to ensure that it is successful with its existing customer base (Zheng et.al, 2010). Without an effective organizational culture in place, the firm is likely to falter be limited in many ways that will impact its operations over the long term (Zheng et.al, 2010).

In a similar capacity, an organization must be able to demonstrate its overall effectiveness through specific factors that are directly related to knowledge acquisition and a valuable approach to conducting business in an effective manner (Tseng, 2010). Knowledge is perhaps the most integral component of a successful organization, as it demonstrates the ability to be effective in meeting the goals and objectives of the business through the activities that are conducted (Tseng, 2010). There are considerable efforts required to integrate knowledge effectively into an organization, and this is best accomplished through a supportive effort to be effective in communicating change and cultural norms and values (Tseng, 2010). However, employees must also be receptive to this knowledge and to exercise sound and reasonable judgment in using this knowledge for the greater good of the organization (Tseng, 2010).

It is believed that organizational culture represents an opportunity to examine the different constructs of the business, from the employees themselves to other factors such as behavior, knowledge management, general operations, and customer service (Tseng, 2010). This information is significant because it has a tremendous impact on how the organizational culture is viewed from the outside in and whether or not there are sufficient alternatives in place to demonstrate flexibility and adaptability to different situations (Tseng, 2010). There are considerable requirements necessary to effectively adapt to change and to represent the organization in the public forum; therefore, these needs must be considered and must be able to operate effectively for the greater good of the organization (Tseng, 2010).

The definition of culture would include organizational experiences, philosophy, expectations and values that bond the organization to gather, which expresses the organizations future goals and expectations, social interaction with the outside community, inner working and self-image (BusinessDictionary.com, nd)..  This is based on one’s shared beliefs, customs, attitudes, and unwritten and written rules, which have been developed over time and have been legitimatized (BusinessDictionary.com, nd). Within an organization, it is believed that its culture should serve as the unifying factor in advancing objectives and in supporting the needs of its employees. It is also assumed that the management team is sufficiently prepared to establish and adapt to the chosen culture, given the needs of the business and the future direction in which it is headed. These efforts are likely to have a substantial impact on the organization over the long term and in shaping its visibility to the outside world, thereby enabling customers to form an opinion regarding organizational effectiveness and its approach to doing business. This forms the organizational reputation and may require adjustments along the way to improve favorability and customer enthusiasm towards the firm.

Also known as corporate culture, it has been shown in the way an organization treats its customer, employees, and society, as well as conducts its daily affairs, and corporate culture is also displayed in the way in which freedom is allowed in the organization or if the development of new ideals is allowed as well as the freedom of personal expression within the organization (BusinessDictionary.com, nd)..  Corporate culture affects how power and information is handled and flows through the organizational structure, and it affects the commitment level of employees toward a common goal or objective (Hogan, & Coote, 2014); (Lowe, & Media, 2008). Organizational culture affects everything from performance, productivity, production safety and attendance, punctuality, environmental concerns, and much more organizational culture or corporate culture is unique to each and every organization and change to that climate is one of the hardest to overcome (Hogan, & Coote, 2014)

In order to assess the organizational environment the organization must be evaluated.  I took the liberty in assessing the organization by using the Organizational Culture Assessment Instrument and the organizational climate was very low it scored a D rating.  The reason why is that the principle in this organization runs a tight ship and does not share control or power and does not care for anyone opinion when it comes to running his school he does not share authority nor lessen to other advise or opinion, he has his circle of friends or entourage who he uses to carry out his dirty work or plans.  The principle does not want to be challenged or questioned about anything it’s his way or the high way and he has sent out the 21 teacher and one Air Force Instructor that challenged his authority or questioned him.

The principle at this school does not speak to you even though you greet him he consider himself above and beyond approach and superior to teacher and we are his indenture servant ready to fired at his leisure. The only thing that he values is quote, “you doing what the hell you’re told!”  His leadership style is absolutely authoritarian leadership style classic bully.  This principle will go on the (P.A) public announcement speaker and berate teacher and talk about what a bad job that we a collective doing they. He has gone as far as put down teacher during meetings and fire them on the spot to make a point that he had absolute control and power over us.  (H.R) Human resource or the union did not do anything to intervened or has helped to prevent or stop his bulling it appeared that he had the juice or the power to do what every he wanted and teacher were terrified and in fear in losing their jobs.  It is this destructive leadership style that can have a detrimental effect on the organizational culture, climate, morale and productivity, but in many cases leadership that is destructive may be often mismanaged and misdiagnosed when it is identified (Shaw, Erickson, & Harvey, 2011).

There are destructive consequences that are connected and associated with abusive leadership and supervision (Byrne, Dionisi, Barling, Akers, Robertson, Lys, Wylie, & Dupré, 2014). When leadership and management engage in or support leadership behavior that is abusive to the extent that management support the display acts such as verbal and nonverbal intimidation, for example public ridicule, invasion of privacy, rudeness, misplaced assignment of blame (Byrne el al, 2014).  In these examples, leadership abusive behavior does diminish subordinate resources, which in turn negatively effect subordinates’ job performance, work withdrawal and family conflict (Byrne el al, 2014). The opposite of that is if you have the type of leadership that is of a high caliber of trust by all employees and staff member a like stress level are significantly lower in the work place as well as leadership that is known to be ethical, moral and increases the well-being of employees (Byrne el al, 2014).

References

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Dupré, K.(2014).  The depleted leader: The influence of leaders’ diminished psychological resources on leadership behaviors. The Leadership Quarterly. (25), 344–357. Retrieved from Science direct database.

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