Answer The Question In Communication Major: Why Is Organizat

Answer The Question In Communication Majorwhy Is Organizational Cult

Organizational culture is a vital concept for both practicing managers and those seeking to understand organizational functioning because it encapsulates the shared beliefs, values, norms, and practices that shape the behavior within an organization. From a communication perspective, the prescriptive and descriptive views of culture highlight how culture not only guides expected behavior but also reflects the actual communication patterns and cultural performances that occur daily. Strong and excellent cultures serve as markers that reinforce organizational identity and cohesion, facilitating effective communication and shared understanding among members. These cultural features enable organizations to align their strategies and practices internally, fostering a sense of belonging and purpose among employees.

Unlike other metaphors for organizing, such as machine or political metaphors, the cultural metaphor offers a more holistic and nuanced lens. It emphasizes the intangible yet powerful influence of shared meanings and symbols in shaping organizational life. This perspective acknowledges cultural fragmentation, where subcultures and diverse cultural performances coexist within the organization, revealing the complex and layered nature of organizational identity. Schein’s definition of culture as a pattern of basic assumptions provides insight into how deeply ingrained cultural elements are transmitted through cultural performances—rituals, stories, and myths—that reinforce organizational values and behaviors. Consequently, viewing organizations through a cultural lens allows practitioners to understand the implicit dynamics influencing organizational change, cohesion, and conflict, offering a richer and more accurate picture than reductionist metaphors.

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Organizational culture is critically important for both practicing managers and scholars interested in organizational functioning because it provides an in-depth understanding of the shared systems of meaning that influence behavior within organizations. From a communication perspective, culture encompasses not only the explicit norms and values but also the underlying assumptions that members communicate, interpret, and reinforce through various cultural performances. These performances—such as rituals, ceremonies, stories, and myths—serve as tangible expressions that enact and perpetuate the underlying culture, fostering a sense of shared identity and coherence among organizational members.

The prescriptive view of culture emphasizes how culture guides behavior by establishing expectations and norms, facilitating coordination, and reinforcing organizational values. Conversely, the descriptive view focuses on how culture is actually enacted through daily interactions, revealing the implicit rules and shared meanings that shape organizational life. Recognizing both views allows managers to diagnose cultural strengths and weaknesses, thereby enabling targeted interventions to strengthen organizational alignment and cohesion. For instance, cultivating a strong and excellent culture can serve as a competitive advantage, as it promotes employee engagement, commitment, and identification with organizational goals.

Strong cultures are characterized by clear values, cohesive practices, and shared understandings that guide everyday behavior. These cultures are marked by cultural markers—symbols, language, rituals—that vividly express core values. When a culture is deemed excellent, it aligns closely with organizational goals and possesses adaptability, innovation, and a shared commitment to high standards. Conversely, cultural fragmentation occurs when different subcultures develop within an organization, potentially leading to conflicting norms and communication barriers. Understanding these dynamics is key for effective change management and conflict resolution.

The concept of cultural performances, as outlined by scholars like Geertz and Scheiner, underscores how organizations continuously enact their values through symbolic acts—be it a company holiday celebration or a leadership speech—that reinforce cultural assumptions and norms. Schein’s definition of culture as a pattern of basic assumptions underscores the deep and often subconscious nature of these shared beliefs that influence member behavior. These shared assumptions are transmitted through stories, legends, and rituals that serve as cultural markers, embedding organizational values into everyday life.

Compared to other metaphors, such as the machine or political metaphors, the cultural metaphor offers a nuanced understanding of organizational life. While the machine metaphor emphasizes efficiency and mechanistic processes, and the political metaphor highlights power and conflicts, the cultural metaphor captures the complex web of shared meanings that govern behavior. It recognizes that organizations are not just rational systems but are also inhabited by collective stories, symbols, and rituals that shape how members perceive and interpret their environment. This perspective reveals why cultural change can be challenging and why understanding these cultural nuances is essential for effective leadership and management. Overall, viewing organizations through a cultural lens allows for a richer understanding of the implicit, often invisible forces that influence organizational success and resilience.

References

• Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
• Trice, H. M., & Beyer, J. M. (1993). The Culture of Work Organizations. Prentice Hall.
• Geertz, C. (1973). The Interpretation of Cultures. Basic Books.
• Deal, T. E., & Kennedy, A. A. (1982). Corporate Cultures: The Rites and Rituals of Corporate Life. Addison-Wesley.
• Alvesson, M., & Sveningsson, S. (2008). Changing Organizational Culture: Cultural Change Work in Progress. Routledge.
• Hatch, M. J. (1993). The Representational Gap in Organizational Culture. Journal of Management Studies, 30(3), 425-442.
• Schultz, M., & Hernes, T. (2001). A Temporal Perspective on Organizational Identity. Organization Science, 12(4), 498-518.
• Martin, J. (2002). Organizational Culture: Mapping The Thread. SAGE Publications.
• Kunda, G. (1992). Engineering Culture: Control and Commitment in a High-Tech Corporation. Temple University Press.
• Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Jossey-Bass.