Organizational Culture: The Character Or Personality Of The

Organizational Culture Is The Character Or Personality Of The Organiza

Organizational culture is the character or personality of the organization; it is the shared values and beliefs that are the social glue that holds the organization together and creates behavioral norms. Culture has been compared to an iceberg because only 15 – 20 percent of it is visible in the form of artifacts such as office décor and layout, dress code, rituals, and ceremonies. Understanding an organizational culture requires looking below the surface at norms, values, beliefs, and assumptions people have to explain and justify their behavior and actions. Peter Drucker is credited with saying “organizational culture eats strategy for lunch.” Because culture is important in attracting, motivating, and retaining talent, and a strong predictor of organizational excellence, effective leaders emphasize building a strong culture that promotes employee engagement and is aligned with the organization’s vision, mission, and strategy.

Paper For Above instruction

Organizational culture constitutes the foundational character and personality of an organization, profoundly influencing employee behavior, motivation, and overall organizational effectiveness. It encompasses shared values, beliefs, norms, and assumptions that shape how members of the organization interact and make decisions. Building a strong organizational culture is vital for fostering employee engagement, which in turn enhances productivity, innovation, and organizational success. This paper examines three best practices for cultivating such a culture, compares the cultures of two distinct organizations, assesses their impacts on performance, and provides recommendations for improvement. Additionally, it discusses insights into leadership’s role in shaping organizational culture and its influence on achieving organizational excellence.

According to scholarly research, three effective practices for developing a robust organizational culture that promotes employee engagement include: (1) clear articulation and communication of core values, (2) fostering a participative and inclusive leadership style, and (3) recognizing and rewarding desired behaviors. These practices, grounded in organizational behavior theories, facilitate a culture where employees feel valued, motivated, and aligned with organizational goals (Schein, 2010; Kotter & Heskett, 1992).

First, articulating and communicating core values clearly establishes a shared sense of purpose. When organizations ensure that values are central in decision-making, onboarding, and daily routines, employees develop a sense of belonging and commitment (Denison, 1990). Second, fostering participative leadership encourages employee involvement, empowers team members, and nurtures trust and openness. Leaders who engage employees in decision-making promote a culture of collaboration and innovation (Bennis & Nanus, 1985). Third, recognizing and rewarding behaviors that exemplify organizational values reinforces desired conduct, boosts morale, and sustains engagement (Luthans & Stajkovic, 1999).

To illustrate, this paper compares the cultures of Google Inc. and traditional manufacturing firm, General Motors. Google embodies an innovative, flexible culture emphasizing creativity, openness, and employee autonomy. Artifacts such as open office layouts, casual dress codes, and a playful environment represent visible signs of this culture. Underlying norms include innovation-driven beliefs and a hero story about the firm's founders' perseverance (Schmidt & Rosenberg, 2014). In contrast, General Motors historically maintained a more hierarchical, control-oriented culture with formal structures, strict dress codes, and emphasis on operational efficiency. The underlying values prioritized discipline, reliability, and industrial prowess, with myths around manufacturing excellence (Liker, 2004).

The impact of these cultures on organizational performance varies significantly. Google's innovative culture promotes high employee engagement, creativity, and agility, leading to sustained competitive advantage. However, its emphasis on autonomy might hinder coordination across teams. Conversely, GM's traditional culture facilitates operational stability and consistency but may limit innovation and adaptability, potentially hindering long-term growth. The cultural differences influence group dynamics, decision-making speed, and capacity for innovation, thus affecting overall organizational excellence (Cameron & Quinn, 2011).

Comparatively, implementing best practices across organizations can enhance alignment and engagement. For instance, Google's culture effectively utilizes recognition of innovative behaviors and participative decision-making. To further improve employee engagement, GM could adopt practices like fostering open communication, recognizing innovative contributions, and aligning core values with contemporary market demands. Integrating elements such as flexible work arrangements and innovation recognition can foster a more engaged workforce even within traditional cultures.

Insights gained from analyzing these organizations reveal that leadership plays a crucial role in shaping and sustaining a strong organizational culture. Leaders serve as culture carriers by exemplifying core values, communicating vision clearly, and supporting employee development. Their ability to balance maintaining core cultural elements while adapting to change determines the organization's capacity to achieve excellence. Culture impacts not only individual performance but also organizational resilience, market competitiveness, and long-term sustainability. Recognizing the importance of culture and actively managing it fosters organizational agility and enhances employee engagement, both critical for sustained organizational success (Schein, 2010; Kotter & Heskett, 1992; Cameron & Quinn, 2011).

References

• Bennis, W., & Nanus, B. (1985). Leaders: Strategies for taking charge. Harper & Row.
• Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework. John Wiley & Sons.
• Denison, D. R. (1990). Organizational culture and effectiveness. Organization Science, 1(2), 204-223.
• Kotter, J. P., & Heskett, J. L. (1992). Corporate culture and performance. Free Press.
• Liker, J. K. (2004). The Toyota way: 14 management principles from the world’s greatest manufacturer. McGraw-Hill.
• Luthans, F., & Stajkovic, A. D. (1999). Reinforcing employees for improved performance. Industrial and Organizational Psychology, 2(4), 377-392.
• Schein, E. H. (2010). Organizational culture and leadership. Jossey-Bass.
• Schmidt, E., & Rosenberg, J. (2014). How Google works. Grand Central Publishing.