Sustaining and Creating Organizational Culture

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The element of organizational culture as regards its influence on various situational factors within the association’s structure can be regarded as a particular subject of studies in administration, which never diminishes the prestige of exploration. Moreover, it is of great interest and significance to ask about the factors that help build and sustain culture. The main element to be studied in authoritative life was considered and the experts studying the effect of this aspect on the recognition of the hierarchical goals were increasingly expanding (Kim Jean Lee & Yu, 2004). Achieving the pointed authoritative execution level in the present intensity, examining the level of effect of the components concerning this are, as a rule, progressively pulled in by both the academicians and the specialists (Bingöl, Şener & Çevik, 2013). In the writing, the analysts expounding the connection of corporate culture and hierarchical effectiveness are scrutinizing the relations estimated with particular meanings of authoritative productivity in unmistakable authoritative culture sorts. However, one should also realize that there is a huge need to appropriately identify the factors that create and sustain organizational culture so that the associations can build up a proper strategy to improve their effectiveness and overall performance. The current research would attempt to explore and discuss the factors that impact the creation and sustainment of organizational culture by thoroughly reviewing the existing literature and interviewing a professional in order to achieve some practical insight.

Interview Results

In order to develop a proper understanding of the creation and sustaining of organizational culture in a company, the study decided to utilize the data collected from an interview conducted with a business person. The interview was performed with Jon Steinberg who is the founder and CEO of Cheddar, a financial news media that can be accessed and streamed live through internet. It has garnered huge popularity and attraction since its inception. As a successful business organization must possess a strong organizational culture, it was deemed as significant to assess the opinions of the leading person related to the firm.

There were five questions in total and the interviewee was asked to answer each of those questions. The first question enquired about the interviewee’s perception regarding organizational culture. As per the interviewee, organizational culture can be considered ” as an arrangement of mutually exchanged presumptions, qualities, and convictions that administer the way in which the individuals act in associations. The mutual esteem impacts the employees in the association and manages the way of their dressing, actions, and performance.” It was also clarified that “an association’s way of life is molded as the association confronts outer and interior difficulties and figures out the ways to manage those obstacles.” At the point when the association’s method for working together gives an effective adjustment to natural difficulties and guarantees achievement, those qualities are held. These qualities and methods for working together are educated to new individuals as the best approach to work together.

The second question was about the identification of the basics of organizational culture and what should be valued before creating such a culture. As per the interviewee, every organization need to focus on “innovation, precision, outcomes, fairness in employee treatment, teamwork, aggressiveness in competition, and stability in value orientation so that every employee is equally treated, a set of rules is established and followed, and a healthy working atmosphere is maintained.” These are the principal aspects to focus on before creating any strategy. Organizations with strong cultural dimensions are more ready to execute the developed approaches; the workers keep up a sound concentration on clients and contenders instead of on inside issues.

The third question was regarding how to create a proper organizational culture. According to the interviewee, the creation of organizational culture “is a dynamic and systematic process on which “the founding individuals of an association customarily have a noteworthy effect. These entities have a dream of what the association ought to be. They are unconstrained by past traditions or belief systems.” It is in line with the idea that an organizational culture is created through the mediation and influence of the founders when they select employees matching their ideologies, influence the workers comprehensively to adopt their ideas and thoughts, and develop proper conducts that can serve as a model for the others inside the association.”

The fourth question was regarding how the organizational culture can be sustained. It is equally important to sustain an organizational culture as to create it because the values need to be deeply rooted in order to yield valuable outcomes. In this regard, the interviewee thought that “the leading personnel of an organization has the most important part in sustaining a culture. Primarily, they need to select the employees who fit in with the organizational values; then they should properly develop their behavior and conducts so that they appropriately address the cultural dimensions; and finally, they need to teach the new members regarding how to socialize and how to internalize the organizational esteems.” In any case, it is primary responsibility of the top-management and the leading individuals to maintain the culture at any cost. When a culture has been set up, one can find out numerous hones inside the associations that demonstrate to keep up it by giving workers an arrangement of comparative encounters. The choice procedure execution assessment criteria preparing and improvement exercises and advancement methods guarantee that those employed fit with the way of life compensates the individuals who bolster it and punish the individuals who attempt to violate them.

The final question was regarding the significance of organizational for an association. It has been pointed out by the interviewee that an organizational culture “helps in setting up norms or guidelines to be followed by the employees; assists in having a distinguished shape or essence from other associations so that a distinct brand image is created; leads the employees to share same sort of values in order to exchange similar thoughts at the professional level; and encourages the workers to enhance the performance of the respective association.” These are huge benefits which can decide the success and failure of an organization.

The responses from the interviewee has provided a professional insight to the concept, creation, sustainment, and significance of organizational culture. Now, there is a need to assess these aspects from the evidence available in the existing literature. The following sections will discuss these dimensions thoroughly.

The Creation of Organizational Culture

Specific cultural dimensions and values in an organization is essential for various reasons. To begin with, authoritative culture builds representative duty and dedication due to their feeling of pride and passionate connection to certain center esteems. Secondly, it empowers the achievement of key objectives when there is a fit amongst culture and procedures. The accomplishment of any technique lays vigorously in the presence of a supporting society. Thereafter, it encourages basic leadership by decreasing contradictions about which premises ought to win since there is more prominent sharing of convictions and qualities. Fourth, it spares times as it explains how individuals are to carry on more often than not. Moreover, it encourages correspondences since the workers talk a typical dialect and shared esteems give hints to help translate messages. Ultimately, the hierarchical culture gives importance and reason to activities performed by an organization and its employees. This can be considered as essential to take note of that an organization would be unable bring any practical change without an adjustment in workers’ mentality (Martins & Terblanche, 2003). Associations do not adjust to transform, it is the individuals who adjust in order to transform the cultural values. Enduring achievement lies in changing people first; at that point the association takes after. An association transforms just as far or as quick as its aggregate people adapt to the situations. Every sort of activity to enhance quality is probably not going to succeed if the values are not implanted in and reflected by the way of life of the association (Gagliardi, 1986). Likewise, if the entire quality change endeavors are conflicting with the hierarchical culture, the endeavors would be undermined.

An association’s present traditions, conventions and general method for doing things are, to a great extent, influenced by what the organization has done earlier and the level of achievement obtained by the firm through those undertakings (Kane-Urrabazo, 2006). The first wellspring of an association’s cultural orientation generally mirrors the vision or mission of the association’s originators. Since the founding individuals had the first thought, they additionally might possess predispositions regarding the most proficient method to complete a particular task or implement a strategy (Tsai, 2011). The emphasis might be on forcefulness or it may be in regarding workers as familial units. The little size of the majority of the newly established associations enables the founding members to ingrain the vision in every single hierarchical part. In this manner, one can easily understand that organizational culture can be created in various distinctive ways.

The creation and transformation of organizational culture can be considered as a troublesome and tedious procedure, particularly on account of a solid existing culture in which the qualities are profoundly dug in. The task of transforming individuals’ esteems, states of mind and practices’ is much more difficult than creating an association’s quality framework. Fruitful social change endeavors concentrate on obviously characterized outcomes and adjusting the fresh culture to hierarchical scopes and technique (Gochhayat, Giri & Suar, 2017). The initial phase in making or preparing a strong culture is to recognize convincing purposes behind the creation or transformation of organizational aspects (money related emergency, contender weight, changes in client desires) and the wide wanted results (Panagiotis, Alexandros & George, 2014). In such manner, top pioneers ought to initiate a feeling of criticalness and discontent with business as usual. Individuals should be persuaded by a convincing and clear vision instead of constrained to change. The aspect of vision encourages representatives to have a feeling of reason and pride in their work. Top pioneers ought to convey their vision of required changes and an arrangement of suitable techniques to accomplish them. In doing as such, they ought to urge individuals to take part in a sound discourse with them which would help with prevailing upon early disciples to the activity of creating or transforming culture (Malhi, 2013). From that point, it is vital to survey the qualities of the authoritative culture. The pioneers need to assess the route in which quality is seen discussed and translated in the association. The best administration ought to choose the current esteems, convictions and standards that can be held and that should be transformed. In embraced this exertion. This should be considered as significant to include all partner bunches all the while, including chiefs, workers, and clients. The pioneers ought to build up an arrangement of standards that indicate both adequate practices and unsatisfactory practices, outline intercessions to close the holes amongst the present and wanted authoritative culture and guarantee that the newly developed culture is lined up as per hierarchical vision and methodology (Malhi, 2013). The conversations or interactions imparted ought to be minimal and convincing focused upon authoritative vision, objectives and center esteem. Representatives frequently take a gander at the bosses as good examples. Henceforth, the pioneers ought to demonstrate the coveted conduct through their statements and actions; they should try to do they say others should do (Panagiotis, Alexandros & George, 2014). Preparing is basic to secure authoritative sense of duty regarding quality change endeavors, limit protection from change, and to empower workers to deal with new undertaking requests. To quicken and manage the social change process, the coveted the conduct of representatives ought to be strengthened through acknowledgment and reward frameworks. At last, the pioneers need to ceaselessly screen and assess the social change endeavors to decide whether the coveted practices’ were accomplished (Gochhayat, Giri & Suar, 2017). In the event that the social change endeavors are not fruitful, make remedial move.

An organizational culture might be immediate, or possibly, backhanded. The creation of such culture is the consequence of moves made by the founding individuals. These persons from an association generally majorly affect that association’s initial culture. The members have a dream of the aspect of the manner the association ought to be. Thus, the culture is created as per their vision. The founding members might acquire at least one other key individual and make a center gathering that offers a typical vision with the organizer. The individuals just contract and keep representatives who develop the thought process and sense of feeling similar to that of the founders (Tsai, 2011). The workers who shape the center gathering trust that the thought behind creating a certain kind of culture is a decent one and is justified regardless of the venture of time, cash, and vitality. Now and then the founding individuals might create frail cultural dimension, and if the association needs to survive, another top management member must be introduced so that the initial aspects of creating a culture can be developed (Kane-Urrabazo, 2006). The establishing center gathering starts to act to make an association by raising assets, acquiring licenses, joining, finding land, building foundation et cetera. The center gathering inculcates and mingle representatives to the state of mind and feeling. The originators’ particular conduct goes about as a good example that urges workers to relate to those aspects and in this way, thoroughly internalize those convictions, qualities, and predispositions (Gagliardi, 1986). Now, other individuals are hired into the association, and a typical history starts to be assembled. At the point when the association succeeds, the organizer’s vision moves toward becoming seen as an essential determinant of that achievement (Martins & Terblanche, 2003). Now, the originators’ whole identities wind up noticeably installed in the way of life of the association. It has been noticed that the vast majority of the present effective associations take after the vision of the organizers to form the organizational culture.

Sustaining the Organizational Culture

It is important for an organization to sustain a particular culture in order to ensure thorough performance and comprehensive effectiveness. Once an organization sets up its culture, it needs to follow the hones inside the association that demonstrate to keep up it by giving workers an arrangement of comparative encounters (Bingöl, Şener & Çevik, 2013). Managing a culture relies upon three powers namely selection, top-management, and socialization. The objective of the selection procedure is to distinguish and contract people who have the ability to make the association fruitful through the administrations and capabilities. Thusly, the applicants who have confidence in the estimations of the association must be chosen. Hence, the procedure endeavors to guarantee a legitimate match in the enlisting of individuals who have values basically predictable with those of the association or if nothing else, a decent bit of those qualities loved by the association (Kim Jean Lee & Yu, 2004). Thusly, the selection procedure supports an association’s culture by choosing the people who would fit into the association’s center esteems. The aspect of top-management or high-administration also has a vital part to play in managing the association’s cultural dimensions. The top-management is responsible for setting up standards that channel down through the association (Kim Jean Lee & Yu, 2004). The top-management shows what is alluring through the certain expressions and demonstrations. The management does this through increasing the salary, making advancements, and offering different prizes. Finally, socialization can be considered as the procedure which adjusts the workers to the association’s cultural dimensions (Malhi, 2013). If an association needs to enable newly introduced representatives to adjust to its cultural values, the adjustment needs to be completed through the procedure of socialization.

The dimension of socialization is the most important step and it is divided into three phases that every organization should concentrate on. The first phase is named as pre-arrival. The specific stage incorporates every single of the discovering that happens prior to the event when a fresh individual joins the association (Bingöl, Şener & Çevik, 2013). This particular procedure consists of the tasks that need to be completed as well as the entire broader dimension of an association. The pre-entry arrangement can be considered as the time of being knowledgeable of the socialization procedure which happens before another representative joins the association (Panagiotis, Alexandros & George, 2014). It can be taken as an instance that when the understudies go to the business colleges to seek the degree in business administration, the learners are associated to have states of mind and practices which are required by different companies in the industry. The learning is initiated on the grounds that the achievement relies upon the extent to which an understudy has effectively foreseen the desires and wants of the experienced persons as well as the batch-mates in the business colleges. In this manner, every single individual needs to learn about the general organizational dimension of an industry as well as the specific organizational contexts related to the company he or she wants to join. Thus, the pre-arrival takes place. The second phase has been named as the encounter. During the particular phase regarding the socialization procedure, the freshly introduced worker discovers what the association is truly similar to and faces the likelihood that desires and reality might be separated (Martins & Terblanche, 2003). If the desires demonstrate to be pretty much precise, the specific phase just gives a reaffirmation regarding the observations picked up amid the pre-entry arrangement. The workers who neglect to take in the fundamental or urgent practices are at the danger of being named as radicals and they might also confront the danger of removal from the organization (Gochhayat, Giri & Suar, 2017). Such actions further add to managing cultural dimensions in an organization. It strengthens the core values as per which the organization was established and it also teaches the employees regarding the importance of following the organizational culture (Gochhayat, Giri & Suar, 2017). The third and final phase of socialization is named as the metamorphosis. This is the phase associated with the socialization procedure during which the fresh representative transforms and acclimates to the activity, workgroups, and association (Gagliardi, 1986). During the particular stage, moderately durable changes happen. The representative bosses the ability required for the employee’s activity effectively plays out the newly aligned parts and influences the acclimations to the work to gathering’s esteems and standards (Tsai, 2011). The transformation process finishes the socialization procedure. The fresh worker appropriately learns the standards of the association and the work gatherings, and comprehends and acknowledges the standards of the association and the work gathering. The accomplishment of the final stage positively affects the worker’s efficiency and the sense of duty regarding the association.

Conclusion

The current paper has attempted to discuss the creation and sustainment of organizational culture from both professional and scholastic angles. The interviewee data suggests that the successful business person has a great knowledge of the organizational culture and he is pretty aware of the procedures through which a high-quality organizational culture can be created and sustained. The existing literature also supports the ideas. It has been found out that the vision and thoughts of the founders are the main aspects which decide the organizational culture of an association. Moreover, the leading individuals are also responsible for the sustainment of organizational culture through the phases of selection, top-management decisions, and socialization. In any case, it can be stated that organizational culture indeed decides the success of an organization and the extent of the success too. Moreover, it also determines the connections amongst the employees, assessment of ethical aspects, and better performance in a long-term manner.

References

Bingöl, D., Şener, İ., & Çevik, E. (2013). The Effect of Organizational Culture on Organizational Image and Identity: Evidence from a Pharmaceutical Company. Procedia – Social And Behavioral Sciences, 99(1), 222-229.

Gagliardi, P. (1986). The Creation and Change of Organizational Cultures: A Conceptual Framework. Organization Studies, 7(2), 117-134.

Gochhayat, J., Giri, V., & Suar, D. (2017). Influence of Organizational Culture on Organizational Effectiveness: The Mediating Role of Organizational Communication. Global Business Review, 18(3), 691-702.

Kane-Urrabazo, C. (2006). Management’s role in shaping organizational culture. Journal Of Nursing Management, 14(3), 188-194.

Kim Jean Lee, S., & Yu, K. (2004). Corporate culture and organizational performance. Journal Of Managerial Psychology, 19(4), 340-359.

Malhi, R. (2013). Creating and Sustaining: A Quality Culture. Journal Of Defense Management, s3(2), 1-4.

Martins, E., & Terblanche, F. (2003). Building organisational culture that stimulates creativity and innovation. European Journal Of Innovation Management, 6(1), 64-74.

Panagiotis, M., Alexandros, S., & George, P. (2014). Organizational Culture and Motivation in the Public Sector. The Case of the City of Zografou. Procedia Economics And Finance, 14(1), 415-424.

Tsai, Y. (2011). Relationship between Organizational Culture, Leadership Behavior and Job Satisfaction. BMC Health Services Research, 11(1), 98-107.

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