Describe The Relevance Of Work Values For An Effective Organisation. Discuss The Culture Differences Of Values

 

Describe The Relevance Of Work Values For An Effective Organisation. Discuss The Culture Differences Of Values .Organizational culture is a significant component of organizationwhich not only determines the behavior of its employees, it also reflects upon the vision, mission and norms of the organization. Each organization has its own culture which may be similar to that of other organizations or unique in itself. In the present unit, you will be introduced about the concept of organizational culture. With the help of this unit, you will come to know about the components and models of organizational culture. Work Values For An Effective Organisation. Discuss The Culture Differences Of Values .

Though the term society and culture is used today as a scientific concept by most of the social sciences, its most comprehensive definition has been provided in anthropology. Values For An Effective Organisation. Discuss The Culture Differences Of Values Describe The Relevance Of Work Values For An Effective Organisation .

Humans are social beings. That is why we live together in societies. Day-to-day we interact with each other and develop social relationships. Every society has a culture, no matter how simple that culture may be. Culture is shared. The members of every society share a common culture which they have to learn. Culture is not inherited it is transmitted from one generation to the other through the vehicle of language. Like societies, cultures differ all over the world. Discuss The Culture Differences Of Values. The two concepts society and culture are closely related and sometimes can be used interchangeably. Discuss The Culture Differences Of Values

This unit discusses the meaning and definition of society and culture in anthropological perspective. The unit also discusses some of the characteristics and elements of society and culture.

Elliott Jaques first introduced the concept of culture in the organizational context in his 1951 book The Changing Culture of a Factory. The culture of an organization defines it. Organizational culture is important not only for the existence of an organization but it also determines how people (employee and customers) will feel and behave in organizations, as it can turn them into advocates or critics. The Relevance Of Work Values For An Effective Organization. Discuss The Culture Differences Of Values Studies have suggested that a good organizational culture leads to increased employee engagement, decrease turnover, a healthy team environment and develops a strong brand identity.

 

When an organization takes on a life of its own, apart from any of its members, and acquires immortality, the organization is said to be institutionalized. When an organization takes on institutional permanence, acceptable modes of behaviour become largely self-evident to its members. So an understanding of what makes up an organization’s culture, and how is it created, sustained, and learnt will enhance our ability to explain and predict the behaviour of people at work. Organizational culture is described as the set of important understandings, such as norms, values, attitudes, and beliefs, shared by organizational members. According to the recent understanding about organizational culture system of shared meaning among members’, is the essential core of organizational culture. According to Eliott Jacques, an organizational culture is the customary or traditional ways of thinking and doing things, which are shared to a greater or lesser extent by all members of the organization, which new members must learn and at least partially accept in order to be accepted into the service of the firm. According to various studies, following are the primary characteristics of an organization’s culture: Innovation and Risk Taking  The degree to which employees are encouraged to take innovative steps and to take calculated risk; Attention to Detail The degree to which employees are expected to pay attention to detail; Outcome Orientation The degree to which management focuses outcome rather than on process to achieve outcome People Orientation: The degree to which management gives attention to effect of decisions on people working in the organisation and on its shareholders; Team Orientation The degree to which works are organized around team rather than individuals Aggressiveness The degree to which people are aggressive or competitive rather than easygoing; Stability The degree to which maintaining status quo is emphasized in contrast to growth Individual Autonomy: The degree of responsibility, independence, and opportunities for exercising initiative that individuals in an organisation have Structure The degree of rules and regulations and the amount of direct supervision that is used to oversee and control behaviour; Support The degree of assistance and warmth managers provide for their subordinates; Identity: The degree to which members identify with the organisation as a whole rather than with their particular work group or field of professional expertise; Performance-Reward: The degree to which reward in the organisation are based on employee work performance; Conflict Tolerance: The degree of conflict present in relationships between peers and work groups as well as the willingness to be honest and open about differences; Attitude Towards Change: The response given to new methods, ways, and values; Focus: the vision of the goals and objectives of an organisation’s operations as communicated by those in control; Standard and Values: The levels of performance and behaviour considered to be acceptable by formal and informal criteria; Rituals: Expressive events that support and reinforce organisational standards and values; Openness, Communication, and Supervision The amount and type of interchange permitted; the communication flow can be downward, upward, across the organisation, and in other directions as spelled out by the culture Market and Customer Orientation The extent to which the organisation is responsive to its markets and customers; Excitement, Pride, and esprit de corps A tangibly good feeling about the organisation and its activities; Commitment The willingness of the individuals to work toward goals on a continuing basis Work Values For An Effective Organisation. Discuss The Culture Differences Of Values .

 

Organizational culture also called corporate culture has been defined as the pattern of values, norms, beliefs, attitudes and assumptions that may not have been articulated but shape the ways in which people in organizations behave and things get done Work Values For An Effective Organisation.

 In other words, how things are done and how employees interact with each other in an organization is a reflection of its culture. The following are some other definitions of organizational culture:

• The culture of an organization refers to the unique configuration of norms, values, beliefs and ways of behaving that characterize the manner in which groups and individuals combine to get things done, Eldridge and Crombie (1974).

• Culture is a system of informal rules that spells out how people are to behave most of the time, Deal and Kennedy (1982).

• A pattern of basic assumptions – invented, discovered or developed by a given group as it learns to cope with the problems of external adaptation and internal integration that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think and feel in relation to these problems, Schein (1985).

• Culture is the commonly held beliefs, attitudes and values that exist in an organization. Put more simply, culture is ‘the way we do things around here Furnham and Gunter,1993.

 

Organizational Founders: Founders of an organization are the ultimate source of their culture. These founders create a culture in three ways;

 (a) By hiring only those employees who share similar ideas, views and values,

(b) By socializing these employees to their way of thinking and feeling, and

 (c) Employees identify with visionary leaders and their values.

2. Selection: The aim of the employee selection process is not limited to identifying and selecting knowledgeable people but also involves recruiting people with values and ethics similar to the organization. This selection process also provides applicants with an opportunity to assess the match between their values with an organization’s values.

3. Top Management: Through their words and behavior, top management levels are responsible for establishing cultural norms.

4. Socialization: It is the process through which new employees learn about and adjust to the knowledge, skills, attitudes, expectations, and behaviors needed for a new role within an organization.

The culture of an organization can be transmitted to employees through various channels. However, majority of studies identify four forms of transmission namely; stories, rituals, material symbols, and language. Let us take a look at these forms one by one:

• Stories: Every organization has some stories of their founders, success or failure. These stories of past, help new comers to understand the expectations, beliefs and values of their organization.

• Rituals: These are repetitive patterns of activity that represent an organizations ‘values. It further informs employees what goals are most important and which people are important in their organization.

• Material symbols: These are physical or visible aspects of an organizational culture. It deals with questions such as, “How does corporate headquarter look like? How do organizations treat CEO’s and fellow employees? What kinds of perks are given or what attire is acceptable in office.  Describe The Relevance Of Work Values For An Effective Organisation.

The answer to these questions can “convey to employees who is important, the degree of egalitarianism top management desires, and the kinds of behavior that are appropriate, such as risk taking, conservative, authoritarian, participative, individualistic, or social  2013 .

• Language: Language play vital role in identifying with cultural expectations of organization. In every organization, unique terms describe equipment, officers, key individuals, suppliers, customers, or products that relate to the business. At first, new employees may find these new terms overwhelming but the use of common language help uniting members of an organization.

 

Culture is basically not a subject of evaluative study rather is basically a descriptive study. Every type of culture has its functional as well as dysfunctional aspects. It would be interesting to see that different types of culture suit to different types of person. Study of Goffee and Jones suggest that there are two factors, which determine organisational culture. The first is sociability. It is consistent with a high people orientation, high team orientation, and focus on processes rather than outcomes. The second is solidarity. It is a measure of task orientation, and is consistent with high attention to detail and high aggressiveness. The two dimensions may be either high or low in a particular culture .

• Networked culture (high on sociability low on solidarity): Positive aspect of this culture is open sharing of information; negative aspect includes tolerance for poor performance and creation of political clique. You might fit into networked culture if you possess good social skills and empathy; you like to develop close work-related friendships; you thrive in a relaxed and convivial atmosphere; and you are not obsessed with efficiency and task performance.

 • Mercenary culture (low on sociability high on solidarity Positive aspect is strong focus on goal and objectivity; negative aspect includes inhuman treatment to people who are perceived as low performers. You are likely to fit in well in mercenary culture if you are goal oriented; thrive on competition, like clearly structured work tasks, enjoy risk taking, and are able to deal openly with conflict.

• Fragmented culture (low on sociability low on solidarity Employees are judged solely on individual’s productivity; negative aspect include excessive critiquing of others and absence of team spirit. Perhaps you are made for fragmented culture if you are independent have a low need to be part of a group are analytical rather than intuitive; and have a strong sense of self which is not easily perturbed.

 • Communal culture (high on sociability high on solidarity Positive aspect is a feeling of belonging yet a ruthless focus on goal achievement; negative aspect includes hyper intervention of the leader who tends to create disciples rather than followers Values For An Effective Organization.

The Culture Differences of Values Relevance of Work Values for an Effective organization. Discuss The Culture Differences Of Values  You may fit into communal culture if you have a strong need to identify with something bigger than yourself enjoy working in teams, and are willing to give first priority to the organization.

 

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