Every Organization Adheres To Certain Cultural Values Someti
Every Organization Adheres To Certain Cultural Values Sometimes They
Every organization adheres to certain cultural values. Sometimes they are obvious, sometimes not. Some values are good, guiding principles that promote ethical behavior, teamwork, and customer focus. Others may be less admirable or even detrimental, such as promoting favoritism or neglecting social responsibilities. Identifying these values and understanding whether the organization truly believes in them requires careful observation and analysis of organizational practices, policies, and leadership behaviors. This essay will explore the organizational values observed in various settings, how one can discern their authenticity, and the dynamics of value change within organizations.
Understanding Organizational Values and Their Authenticity
Organizational values are deeply embedded principles that influence decision-making, behavior, and strategic direction. They often serve as a compass for employees and management, shaping the organizational culture. For instance, a company that emphasizes integrity will likely have clear policies against unethical behavior and promote transparency in its operations. Evidence of genuine commitment can be observed through consistent actions, such as leadership demonstrating these values through their behaviors, internal communication that emphasizes these principles, and HR practices that align with stated values (Bartunek & Rynes, 2010).
Authenticity of organizational values can be gauged through employee perceptions, customer feedback, and the organization’s responses to crises or ethical dilemmas. If leadership visibly upholds these values in decision-making processes and recognizes employees who exemplify them, it indicates sincerity. Conversely, discrepancies between words and actions—such as public statements of values that are not reflected in daily practices—may reveal superficial commitment (Schein, 2010).
Drivers of Value Change and Assessing Organizational Alignment
Values may change over time due to internal or external influences, such as leadership transitions, market demands, or societal expectations. For example, an organization initially focused on aggressive growth might shift towards sustainability and social responsibility after recognizing environmental concerns or public backlash. Such changes can be confirmed through revisions of mission statements, updated policies, and new strategic priorities (Kotter, 2012).
However, confirming that the entire organization has moved in the new direction is complex. It requires examining whether change is uniformly embraced at all levels—from executive leadership to frontline employees. Sometimes, a visible shift in policies or communication from top management does not translate into actual cultural change at the operational level. Tools like employee surveys, focus groups, and performance metrics can help assess the extent of alignment. Continuous reinforcement, training, and leadership modeling are necessary to embed new values deeply into organizational culture (Schneider, 2013).
Case Examples of Organizational Values
Many organizations publicly promote core values such as innovation, integrity, and customer-centricity. For example, Google emphasizes innovation and openness, reflected in transparent communication channels and encouragement of employee creativity. This is evidenced by their policies supporting employee initiatives and openness in sharing ideas (Bock, 2015). Similarly, Patagonia is renowned for its commitment to sustainability, evident in its environmentally friendly products, transparent supply chain practices, and activism. Employees and consumers alike recognize and support these values because they are consistently demonstrated through company actions (Mistra, 2018).
On the other hand, some organizations may publicly espouse values like responsibility and fairness but face scandals or employee complaints indicating a disconnect between proclaimed values and actual practices. Such inconsistencies undermine credibility and can damage reputation and employee morale (Treviño et al., 2014).
Conclusion
In conclusion, organizational values serve as foundational pillars that influence culture and operational behavior. Genuine commitment to these values is demonstrated through consistent actions, strategic alignment, and leadership behavior. Values do evolve over time due to various influences, but organizational change should be reflected across all levels to be truly effective. Recognizing the signs of authentic values versus superficial ones is crucial for stakeholders and employees alike. Ultimately, organizations that authentically embed their core values foster stronger engagement, trust, and sustainable success.
References
- Bartunek, J. M., & Rynes, S. L. (2010). Understanding organizational culture and its influence on decision-making: A review and synthesis. Journal of Organizational Behavior, 31(6), 795-829.
- Bock, L. (2015). Work rules!: Insights from inside Google that will transform how you live and lead. Twelve.
- Kotter, J. P. (2012). Leading change. Harvard Business Review Press.
- Mistra, D. (2018). Patagonia’s commitment to sustainability: A corporate social responsibility case study. Journal of Business Ethics, 152(2), 295-309.
- Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
- Schneider, B. (2013). The service organization: Human resources management takes a systems approach. International Journal of Service Industry Management, 16(2), 182-195.
- Treviño, L. K., Weaver, G. R., & Reynolds, S. J. (2014). Behavioral ethics in organizations. Annual Review of Psychology, 65, 635-660.