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Influence of an organisations culture on leadership
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Edgar Schein, a famous theorists dealing with organizational culture, provides the following definition for the term: "A pattern of shared basic assumptions that the group learned as it solved its problems that has worked well enough to be considered valid and is passed on to new members as the correct way to perceive, think, and feel in relation to those problems." (organizationalculture101) However, organizational culture is more than sharing assumptions used by a group to solve problems; it is the combination of the points of view, ineffectual processes, education, backgrounds of all the staff which are part of an organization way of doing things. Corporation culture should uncover from the board of the directors to the rest of the employees. Although there are many fundamentals of an organizational culture, the organizational values, beliefs and norms are the key basis of organizational culture. Organizational Core Values reflect the guiding principles for corporate behavioral, they are normally stated in the corporation guidelines these days they are accessible on any company’s website. Organizational Beliefs includes the theory use in a corporation that explain the way things are done and their internal policies to inspire employees to be more productive and work towards the corporation’s goals. The norms are a combination of the values and beliefs plus those accepted behaviors in a business. Within the norms companies may present how a company expects individuals to behave, perform their jobs, ways of proper communication and leadership styles. The organizational culture of a corporation starts with the founder’s vision of creating a business and believing in their ideas. As the first leaders in an organization th... ... middle of paper ... ...et companies more focus on the implementation of subcultures in an organization than the proper core values and the normative of the corporation. In the process of getting all involved in organizational culture many entities are holding regular meetings within the executive team in order getting them engage in informing their personal of the entity’s vision, mission and goals and how could each individual contribute to those objectives. Yearly surveys and meeting to discuss results are good alternatives to foster the trust among employees. Getting management more involve in the daily processes and interaction with the employees is another excellent way to inspire cultural behavior. Trainings in understanding corporate behavior, diversity and proper communications within the corporation always motivate the members of an organization to have better relationships.
Organizational culture is the system of shared beliefs and values that develops within an organization and guides the behavior of its members, while organizational structure is an expression of social and economic principles of hierarchy and specialization (Kinicki, 2015). Both the culture and the structure of an organization are important things for management to understand in order to successfully set and achieve an organization’s goals. Companies who excel in highly competitive fields can attribute their successful economic performance to a cohesive corporate culture that increases competitiveness and profitability. This culture is best utilized in an organization that has the necessary structure to allow its employees to coordinate their actions to achieve its goals.
Organizational culture is the intangible quality keeping the workforce, leadership, customers and stakeholders bounded together. It is the system with which an organization functions and produces. “Organizational culture refers to a system of shared assumptions, values, and beliefs that show people what is appropriate and inappropriate behavior” (Flat World Knowledge, n.d.).
According to study.com, “Organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations. These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs. Every organization develops and maintains a unique culture, which provides guidelines and boundaries for the behavior of the members of the organization. Let's explore what elements make up an organization's culture”.
The concept of organizational cultures was first raised in 1970s, and soon became a fashionable topic. Organizational culture is the shared beliefs, values and behaviours of the group. Theorists of organizations believe that organizational culture represents the pattern of behaviours, values, and beliefs of an organization. Hence, studies around organizational culture have been seen as great helpful and essential for understanding organizations and their behaviours. Additionally, organizational culture has been considered to be an important determinant of organizational success. Therefore, leaders and managers pay more than more attentions on this topic, focusing on constructing and managing organizational cultures.
In his book Organizational Culture and Leadership, Schein defines the culture as: “The climate and practices that organizations develop around their handling of people, or to the espoused values and credo of an organization”.
In 1997, Pierre DuBois & Associates Inc. published a set of organizational culture measurement and optimization scale (Organizational Culture Measurement and Optimization), including models for organizational analysis and organizational steps for cultural studies. Its model includes seven aspects:
House et al. (2007) discovers that leadership and Organisational culture are closely linked together as leaders influence the culture of their organisations. Researches talk about a range of leadership definitions but it is not easy to define. (E.g. Western, 2008; Yukl, 2010). However, Cohen (2009) critically analyses definitions from Dracker (1996), Eisenhower (1969), Northouse (2004) and finally summarised the definition of leadership constitutes five elements. First of all, ask question to set direction, which means effective leaders need to listen to followers’ voice respectfully and then share the common goals and ideas with them. In addition, leaders need to seek insights and allocate resources optimally; act ethically; allow their employees to work in a conformable and most effective way. This essay will explain different leadership styles and how they influence the organisations with examples of organisations and leaders with main focus on well-known entrepreneur: Sir Alan Sugar. He grows from nothing to incredible success (£ 730 million), is a legend in the UK business history; his reality TV show “The Apprentice”, a great entertainment for recruitment appeals to the public without reasons. However, he as a person is controversial amongst people, probably due to his leadership style as bullying or harassment (destructive). There are four schools of leadership styles: Trait, behavioural, contingency and transformational. Nevertheless, in the case of Alan Sugar, trait and transactional styles match him which will be illustrated following in detail.
Culture can be defined as “A pattern of basic assumptions invented, discovered or developed by a given group as it learns to cope with its problems of external adaptation and internal integration that has worked well enough to be considered valid, and therefore to be taught to the new members as the correct way to perceive, think and feel in relation to those problems”. Schein (1988). Organizational culture can be defined as a system of shared beliefs and values that develops within an organization and guides the behavior of its members. It includes routine behaviors, norms, dominant values, and feelings or climates. The purpose and function of this culture is to help foster internal integration, bring staff members from all levels of the organization closer together, and enhance their performance.
While the degree of organizational culture varies throughout every agency, according to Kubilay Ocal, there is a clear link between organizational culture and an organizations performance. (2011). Neubert and Dyck define organizational culture as “the set of shared assumptions, values, and experiences that influence the ways in which individuals, teams, and groups interact with one another and work toward company goals” (2014). Consequently, these shared assumptions and values are highly influential on an organizations performance. Furthermore, leaders in organizations have a substantial impact on how an organizations culture cultivates. When Robert Behn asks the three questions regarding micromanagement, motivation, and measurement,
A company’s soul is its personality, its culture, and the values by which it stands; derived from a company’s core beliefs, this intangible asset determines the effectiveness of strategies and the ability to achieve authenticity. Culture consists of group norms of behavior and the underlying shared values that help keep those norms in place (Nelson, 2013). Defining and implementing desired norms of behavior requires wisdom, time, and some intellectual curiosity and emotional investment to understand what motivates employees to perform consistently well, even beyond expectations (Kotter, 2012). “Every company and team has its own identity--a soul waiting to be discovered and used to unlock human energy and unleash new economic value” (Lapin, 2012). While one culture will not work for every company, successful companies determine the desired culture, design, implement, and nurture it. Leaders must revisit their mission, and answer pertinent questions: Why are we in this business and why is our company here? What is the higher purpose for which our organization has come into being? The company’s existence is no accident of circumstance; it is here to do something no other organization can do (Lapin, 2012). Every company has a culture (Moberly, 2014).
Simply speaking, a company’s structure and design can be viewed as its body, and its culture as its soul. Because industries and situations vary significantly, it would be difficult and risky to propose there is a “one size fits all” culture template that meets the needs of all organizations” (Nov 30, 2012). Those organizations who have shared beliefs and values and have organized methods on chain of command going to have positive outcomes. This will help shaping their employees views and performances. The growth and profit of the business relays on their employees and their performances. Culture is the core which will help and encourage all different level workers. If the core itself is weak, it will weaken the atmosphere of the business. Many companies announce that they have great culture but fail to implement to the lower level of workers. The basic issue is when organization has one set of culture and thinks one culture will meet the needs of all the workers. Each business is different and each individual is unique and have different beliefs and behaviors. The culture that is right for one individual might not work the same for the others. The ideal approach in this case would be, looking at the bigger picture of diverse working environment and give importance and respect to what are the ranges of business firms to achieve the perfect culture for organization. Sometimes one size fits all will not going to fit anybody, so the organization have to keep their ideas open and value everyone’s presence respecting all of their culture for the betterment and
A strong organisational culture leads to higher organisational performance. Organisational culture can be defined as a total function of common beliefs, values, patterns of behaviour that are held and shared by the members of an organisation. It is also a valuable resource which can improve the competitiveness of a company and is used to distinguish the company (Barney 1986). From the 1970's the study of organisational culture has become an important issue and closely studied in the early 1980s. Since then, organisational culture has turned out to be one of the most important factors which affects the overall performance of a company.
Organizational Culture Organizational culture is important in a business. The culture are the norms under which the company operates and are often found in stories, rituals, symbols and language (Robbins and Judge, 2012). The Court transfers culture by way of stories, ritual and language. As a new hire in the court, orientation includes an explanation of how and why the court system was established and to embrace changes a given constant.
Corporate culture is the shared values and meanings that members hold in common and that are practiced by an organization’s leaders. Corporate culture is a powerful force that affects individuals in very real ways. In this paper I will explain the concept of corporate culture, apply the concept towards my employer, and analyze the validity of this concept. Research As Sackmann's Iceberg model demonstrates, culture is a series of visible and invisible characteristics that influence the behavior of members of organizations. Organizational and corporate cultures are formal and informal. They can be studied by observation, by listening and interacting with people in the culture, by reading what the company says about its own culture, by understanding career path progressions, and by observing stories about the company. As R. Solomon stated, “Corporate culture is related to ethics through the values and leadership styles that the leaders practice; the company model, the rituals and symbols that organizations value, and the way organizational executives and members communicate among themselves and with stakeholders. As a culture, the corporation defines not only jobs and roles; it also sets goals and establishes what counts as success” (Solomon, 1997, p.138). Corporate values are used to define corporate culture and drive operations found in “strong” corporate cultures. Boeing, Johnson & Johnson, and Bonar Group, the engineering firm I work for, all exemplify “strong” cultures. They all have a shared philosophy, they value the importance of people, they all have heroes that symbolize the success of the company, and they celebrate rituals, which provide opportunities for caring and sharing, for developing a spiri...
The concept of organizational culture is one of the most debated topics for researchers and theorists. There is no one accepted definition of culture. People even said that it is hard to define culture and even more change it. It is considered a complex part of an organization although many have believed that culture influences employee behavior and organizational effectiveness (Kilmann, Saxton, & Serpa 1985; Marcoulides & Heck, 1993; Schein, 1985a, 1990).