This Discussion Will Lock At 11:59 Pm On Sunday Discussions

This discussion will lock at 11:59 pm on Sunday. Discussions are not eligible for late submission. Please see the Late Policy in the syllabus.

This discussion will lock at 11:59 pm on Sunday. Discussions are not eligible for late submission. Please see the Late Policy in the syllabus. The video below aligns with Chapter 3 of your textbook. Watch the video and explain how an organization's culture may influence and/or constrain its managers.

Click "Reply" and post your response. Thank you. What is Organizational Culture? (Links to an external site.)

Paper For Above instruction

Understanding the Influence of Organizational Culture on Managers

Organizational culture refers to the shared values, beliefs, norms, and practices that shape the social and psychological environment within a company. It serves as the underlying fabric that influences how employees and managers behave, communicate, and make decisions (Schein, 2010). This culture is often reflected in the organization’s rituals, symbols, stories, and language, which collectively create a unique identity for the organization (Hofstede, 1991). For managers, understanding and navigating this culture is pivotal to effective leadership, strategic decision-making, and organizational change.

Organizational culture can significantly influence managers by shaping their perceptions, priorities, and behaviors. For example, a company with a strong emphasis on innovation and risk-taking encourages managers to be creative and proactive. Conversely, a culture that prioritizes stability and routine may constrain managers’ ability to pursue novel ideas, as deviation from established processes can be discouraged or penalized (Deal & Kennedy, 1982). Thus, culture acts both as a guide and a constraint—providing a framework within which managers operate but also limiting their scope of action in accordance with prevailing norms and values.

Moreover, culture influences managerial decision-making processes. In organizations with a hierarchical and control-oriented culture, managers may feel constrained by formal procedures, bureaucratic rules, and the need for approval from superiors. Such constraints can inhibit rapid decision-making and innovation (Kotter, 2012). Conversely, in a culture that promotes openness and decentralization, managers often have more autonomy and are empowered to make decisions quickly, fostering agility and responsiveness.

Additionally, organizational culture impacts managers through the reward and recognition systems embedded in the organization. A culture that emphasizes teamwork and collective success pushes managers to develop collaborative leadership styles, while a culture emphasizing individual achievement may promote competitive behaviors (Bartunek & Moch, 1987). These cultural expectations influence managers’ behaviors, strategies, and even their ethics and values.

However, culture can also constrain managers by creating rigid norms and expectations that are resistant to change. Organizations with deeply ingrained cultures may face challenges when attempting to implement reforms or adapt to external shifts, as managers learn to conform to existing cultural norms rather than challenge or modify them (Cameron & Quinn, 2011). For example, in cultures that value hierarchy and authority, managerial initiatives that require bottom-up input might be met with resistance, hindering organizational agility.

Understanding the influence of organizational culture is thus crucial for managers aiming to be effective and adaptive leaders. Leaders must first diagnose the prevailing culture, then align their strategies and behaviors to it or seek to influence cultural change when necessary (Schein, 2010). Cultivating an awareness of cultural constraints and enablers enables managers to navigate organizational complexities more effectively, fostering innovation and resilience in a competitive environment.

References

• Barney, J. B. (1986). Organizational culture: Can it be a source of sustained competitive advantage? Academy of Management Review, 11(3), 656–665.
• Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework. John Wiley & Sons.
• Deal, T. E., & Kennedy, A. A. (1982). Corporate cultures: The rites and rituals of organizational life. Perseus Books.
• Hofstede, G. (1991). Cultures and organizations: Software of the mind. McGraw-Hill.
• Kotter, J. P. (2012). Leading change. Harvard Business Review Press.
• Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
• Trice, H. M., & Beyer, J. M. (1984). Organizational culture as substance and symbolic process. Research in Organizational Behavior, 6, 107–149.
• Martin, J. (2002). Organizational culture: Mapping the terrain. Sage Publications.
• Harrison, R. (2014). Diagnosing organizational culture: Based on the competing values framework. Routledge.
• Yin, R. K. (2014). Case study research: Design and methods. Sage publications.