Management Ch 8: Organizational Culture And Structure Design

Management Ch 8 Organizational Culture Structure Design Buildi

Management, Ch. 8: Organizational Culture, Structure, & Design: Building Blocks of an Organization Organizational Culture The organizational culture represents not only the environment that employees work in but includes the support to the employees and the vision for growth and revenue in the future. The organization culture defines how the individuals within the organization behave. Managerial practices/skills can influence organizational culture. One of the most important managerial skills is to be able to manage employees. No matter where we work there is bound to be controversy between employees - not getting along, disruptive behavior, and bullying in the work place, which negatively impact the culture. Here is where managers must step in and take action. However, some managers might not be aware of what appears to be unacceptable behavior or are too busy to notice it. Class: How do managers learn the skills to ensure positive organizational culture?

Paper For Above instruction

Introduction

Organizational culture plays a critical role in shaping the environment within which employees operate, influencing their behaviors, attitudes, and overall productivity. It encompasses shared values, beliefs, and practices that define how work is conducted and how individuals interact within the organization. Equally important are the managerial skills that support the development and maintenance of a positive organizational culture. This paper explores how managers acquire the necessary skills to ensure a healthy, inclusive, and productive organizational environment, emphasizing the importance of training, experiential learning, observation, and continuous development.

Understanding Organizational Culture and Its Significance

Organizational culture is the collective mindset of an organization, shaping the norms and behaviors that employees follow (Schein, 2010). It influences motivation, employee engagement, and the organization's adaptability to change. A positive culture fosters collaboration, trust, and respect, while a negative one can lead to conflict, reduced morale, and high turnover (Cameron & Quinn, 2011). Managers are pivotal in nurturing this culture by exemplifying desired behaviors and setting standards for the team.

Managerial Skills Necessary for Cultivating a Positive Culture

Effective managers possess a diverse set of skills, including communication, emotional intelligence, conflict resolution, coaching, and leadership. These skills enable managers to recognize, address, and prevent detrimental behaviors such as bullying, discrimination, and disruptive conduct (Goleman, 1998). Developing these competencies requires a structured approach to learning, encompassing formal education, experiential practice, and ongoing feedback.

Learning Pathways for Managers

Formal Education and Training Programs

Many organizations invest in leadership development programs that focus on soft skills, organizational behavior, and ethical management (Avolio & Hannah, 2008). These programs provide foundational knowledge about organizational culture and practical strategies for managing diverse teams. Certifications and courses in areas like conflict management or diversity and inclusion equip managers with contemporary tools to foster positive environments.

On-the-Job Experience and Mentorship

Experiential learning remains one of the most impactful methods for skill acquisition. Managers learn by observing seasoned leaders, receiving mentorship, and handling real-life situations (Kolb, 1984). Exposure to various scenarios enhances their ability to identify problematic behaviors early and intervene appropriately.

Observation and Feedback Mechanisms

Regular performance reviews, 360-degree feedback, and peer evaluations provide managers insights into their strengths and areas for improvement. Constructive feedback helps managers refine their skills, especially in detecting subtle signs of conflict or dissatisfaction among employees (London & Smither, 1995).

Self-Directed Learning and Reflection

Self-awareness is vital for effective management. Managers cultivate this through reflection, reading, attending seminars, and staying informed about best practices. Reflective practices enable managers to adapt their approaches to specific organizational contexts, ensuring cultural alignment and consistency.

Building a Culture of Continuous Learning

Organizations can foster a culture where learning is ongoing and valued (Marsick & Watkins, 1999). Encouraging managers to participate in workshops, seminars, and peer learning communities supports their development. Creating an environment that values feedback and open communication enhances managers' capacity to cultivate positive cultures.

Addressing Unacceptable Behavior and Promoting Inclusivity

Managers equipped with the right skills can recognize behaviors such as bullying or discrimination, which threaten organizational harmony. By implementing clear policies, providing training on respectful conduct, and modeling inclusive behaviors, managers set a standard for workplace interactions (Roberson et al., 2017). Continuous development ensures managers stay current with evolving workplace norms and legal requirements.

Conclusion

managers play a vital role in shaping organizational culture through their skills and practices. They learn these skills through a combination of formal education, experiential learning, observation, and self-reflection. Investing in managerial development not only improves individual competence but also fortifies the organization's cultural foundation. Cultivating these skills ensures managers can proactively address conflicts, promote inclusivity, and build a positive environment conducive to organizational growth and employee well-being.

References

• Avolio, B. J., & Hannah, S. T. (2008). Developmental readiness: Accelerating leader development. Consulting Psychology Journal: Practice and Research, 60(4), 331–347.
• Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Jossey-Bass.
• Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books.
• Kolb, D. A. (1984). Experiential Learning: Experience as the Source of Learning and Development. Prentice-Hall.
• London, M., & Smither, J. W. (1995). Feedback orientation, feedback culture, and the effectiveness of multi-source feedback. Human Resource Management Review, 5(1), 131–155.
• Marsick, V. J., & Watkins, K. E. (1999). Dimensions of the Learning Organization. Natural Resources & Environment, 13, 7–12.
• Roberson, Q. M., et al. (2017). Building inclusive workplaces: A systematic review of interventions. Journal of Organizational Behavior, 38(2), 182–202.
• Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
• Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books.
• Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Jossey-Bass.