Without a proper understanding of the different levels of cultures that exist within the organization, it may prove difficult to successfully implement new strategies or plans. This is especially true when these plans may be perceived as going against the prevailing culture of the company. Definition of Organizational Culture Organizational culture can be defined as the values, beliefs, and norms that stand out as the dominant characteristics of an organization as a whole.
It can happen in the world of commerce that things which are closely intertwined may be thought of as one and the same.
That can be a little bit misleading because there may be separate definitions. It is important to stand back and look at relationships to give us a better idea of the influence one element of an entity has over another. Knowing the relationships can help in future plans that will affect the organisation as a whole.
Organisational structure and culture are often commented on the same sentence. This is a relationship where one certainly depends on the other for its existence. The Relationship as a Whole You can think of this relationship as one of the forest and the trees.
The organisational culture is the big picture of the entity. It is how the company does business, both internally and externally.
Just as a forest cannot exist without its timber, the organisational culture will not stand without structure. The organisational structure is how communication moves from one area to the other, the reporting procedures where one person has decision-making powers over subordinates, and ultimately how the company gathers its resources to achieve objectives.
The culture of the organisation matures and spreads out from the support beams brought on by the structure. The structure is then built with that end idea in mind.
The concept of what will be the culture has an enormous influence on the structure as it is developed. The decisions about organisational cultural themselves may be influenced heavily by external events. A company that is heavily regulated by the government has to have certain procedures in place to be compliant with the law.
This is especially true of financial institutions, and while they made appear extremely formal to the outsider be defined structure is necessary for financial reporting and compliance purposes.
Other cultures have to respond immediately to changes. The software and mobile application industries need to have cultures that can react quickly to any technological change.
This means the structure may have an orientation towards teams as opposed to departments, or only three levels of staff, with executives not that distant from the workforce in the hierarchy. Communication flow within the organisation may have to be formal or informal, depending on what is demanded by external factors.
A software company that has to move quickly cannot have the hierarchical structure of a bank. The reason why many corporate mergers experience initial difficulty is that two separate cultures, with different structures as well, are joined together. No matter how upper management tries to allow both to coexist, sooner or later one organisational culture and structure is going to prevail.
Organisations can change with time.Organizational Structure and Culture: The Devil Wears Prada and Up In the Air Words 4 Pages In order for one to evaluate and identify with the diverse business structures, he/she must be aware of the meaning and standards that makes that structure.
A mismatch between structure and culture is a recipe for a major disaster. A software company that has to move quickly cannot have the hierarchical structure of a bank. The reason why many corporate mergers experience initial difficulty is that two separate cultures, with different structures .
Organizational Structure and Culture are directly linked to Organizational Performance. To explain further here are my findings for the research i did. Your staff helps determine the structure and culture of your small business.
Each employee has at least one role.
When employees interact in their roles, the culture of your company emerges. If you add more employees or change their roles in relation to others, the structure changes.
Employees may . organization´s members, learned by new recruits, & transmitted from one generation of employees to the next.” –Robbins: “A common perception held by the organization´s. For new organizational structures to be effective in rapidly changing environments, ideal employees will be skilled in strategy and management, including new types of people skills.
It can be challenging to recruit and develop talent with the necessary capabilities.