ORG7102 Week 5 Discussion 1
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School
Ashford University**We aren't endorsed by this school
Course
ORG 7102
Subject
Management
Date
Jan 8, 2025
Pages
5
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ORG7102 Week 5 Discussion 1Student’s nameInstitutionInstructorDate
Organizational Culture [WLO: 1] [CLOs: 2, 3, 4, 5]Prior to beginning work on this discussion forum, please read Chapter 8 in your Kinicki and Soignet (2022) textbook, and the following articles: Hartnell, Ou, Kinicki, Choi, and Karam (2019), A Meta-Analytic Test of Organizational Culture’s Association With Elements of an Organization’s System and its Relative Predictive Validity on Organizational OutcomesLinks to an external site., and Painter (2019), Leadership Culture by DesignLinks to an external site..In an initial post of at least 300 words, and citing at least two required scholarly sources, explain the nature of organizational culture, and how both visible and unseen culture components influence thinking and behavior in an organization. Provide an example of each type of culture component. Then, discuss the influence culture has on individual, team, and organizational performance, and what can happen if leaders and managers are not attentive to maintaining a positive culture. Outline the key responsibilities of leaders and managers in promoting and sustaining a positive culture.Guided Response: Answer any questions your instructor has about your initial post, and respond to at least two of your classmates’ postings by Day 7. Each of your responses to your classmates should be at least 100 words in length and reference at least one scholarly source. Point out a difference between your conclusions and those of your classmate regarding the impact of culture on individual, team, and organizational performance. Respectfully debate this point with your classmate, offering support for your point of view, and offering a critique of your classmate’s point of view.You are encouraged to post your required replies early in the week to provide opportunities for interaction and further discourse within this forum. Continue to monitor the discussion forum through Day 7. Respond with robust dialogue to anyone who replies to your initial post.
Organizational CultureAny workplace should have a strong organizational culture, which consists of the shared values, beliefs, practices, and standards influencing the behavior and attitudes of the employees within a company. Since it influences workers' behavior, decisions, and interaction, it's also referred to as the "personality" of a company. Thinking and behavior are influenced by both apparent and invisible elements of corporate culture. Visible elements of an organization are its outward features. The workplace, dress code, office layout, official rules and procedures are visible to both insiders and outsiders. Common workstations in an open office show a culture of cooperation and open communication (Sabuhari wt al., 2020.). Financial firms could have a strict dress code to project their formality and professionalism. Still, most hidden elements of culture are hiding under the surface. Employee conduct is regulated by shared values, beliefs, ethics, and unwritten standards. An creative organization that pushes staff members to take calculated risks fosters innovation and experimentation within its culture. Employees may be hesitant to express their ideas if their employer encourages hierarchy and suppresses disagreement. Individual, team, and organizational performance all depend much on the organizational culture. People's behavior and interactions with colleagues change depending on their culture. Those that fit the culture are more motivated, involved, and effective. Staff members in a customer-centric culture are more inclined to go above and beyond provide exceptional service. Team performance depends on culture; it influences cooperation as well. Teams with same cultural values perform better. Open communication enhances group projects, problem-solving, and decision-making. Organization performance is influenced by
culture. A good culture may attract top talent, encourage staff retention, and inspire creativity, therefore enhancing profitability and market competitiveness. Ignorance of culture by managers and leaders might have negative consequences. Among them include low output, poor morale, significant turnover, and ethical transgressions. A poisonous or dysfunctional culture might make it more difficult for a company to be competitive and flexible. Leaders' actions and conduct must reflect the ideal culture. Leaders model staff beliefs and behaviors to help to strengthen culture. Leaders should constantly and precisely convey to every staff member the vision, values, and objective of the company. Open communication lets everyone grasp the culture. Honesty & Integrity: Managers should commend behavior in line with culture. Performance evaluations, promotions, and other recognition help one to do this (Isensee, 2020). Investing in training and development initiatives aiming at fostering the ideal culture helps staff members grasp and welcome its principles. Leaders have to quickly
correct cultural misalignments. Should staff members often deviate from cultural standards, this might call for either punishment or coaching in severe situations. In essence, corporate culture significantly shapes behavior and perspective. Components of both visible and hidden culture influence the workplace and propel team, organizational, and personal success. To guarantee the long-term viability of the company, managers and leaders have to promote a good culture that fits its objectives and values. ReferenceSabuhari, R., Sudiro, A., Irawanto, D., & Rahayu, M. (2020). The effects of human resource flexibility, employee competency, organizational culture adaptation and job satisfaction on employee performance. Management Science Letters, 10(8), 1775-1786.Isensee, C., Teuteberg, F., Griese, K. M., & Topi, C. (2020). The relationship between organizational culture, sustainability, and digitalization in SMEs: A systematic review. Journal of Cleaner Production, 275, 122944.