Organizational Culture - Essay Example

Organizational Culture Seven Reasons Organizational Culture Matters In this article, Eikenberry presents various reasonswhy organizational culture is pertinent to organizational success. He asserts that organization culture is useful because every person wishes to engage themselves in their work, yearn for enjoyable, meaningful and engaging work that satisfies their clients. Organizational culture concerns necessitates working in a healthy environment where working relationships are perfect and business affairs occur as anticipated. Workforce members are the affiliation’s most pertinent assets. The author explicates on several reasons that prove the ultimate importance of productive organizational culture (Eikenberry). Foremost, organizational culture attracts talent and is the aspect that most prospective employers seek when examining an organization. Most prospective employees look for more than a talent, decent salary and promising benefits, they look for a productive working environment where success is probable. A workable organizational culture retains quality talent and offers a working space that is productive for its workers, clients and elicits profitability for the affiliation. Productive organizational culture offers employees, partners and customers a comfortable stay. Every person wishes to engage themselves in their roles for productivity reasons (Eikenberry). The author offers an example that Gallup survey identified that twenty-two American citizens are quite disengaged to their careers because of retrogressive organizational cultures in their working environments, an aspect that induces substantial losses. Engagement with a competitive organizational culture enhances productivity and profitability. A productive culture elicits momentum and energy. It allows assigns value to people working in the organization and builds onto the attractiveness of the affiliation. A positive culture changes views of employees to positive. It elicits significant synergy and unites working colleagues (Eikenberry). Ultimately, efficient organizational culture induces focus, positive time investment, productive culture and profitability for the business. Positive organizational culture is pertinent because it creates a good sense of business for any organization. Recognizing Organizational Culture in Managing Change Mallinger and Goodwin depict how technology, competition and dynamic business environments in the technological epoch have increased the need for organizational culture. Comprehending the cross-functional effects of change is imperative to the fostering of a productive organizational change (Mallinger). Organizational change influences positive change in organizations that observe it. When the culture of an organization aligns with its goals and mission of an affiliation, positive results are available. According to the authors, cultural insight induces awareness of employee acceptance of change and pinpoints root causes of quandaries that hamper increased performance. Organizational culture is measurable through determining how an organization’s members can affect change, conform to ambiguous practices, achieve orientation, handle individualism against collectivism, handle egalitarianism and orient time and orient space. The authors offer an example of the Goodwin Company where its employees have an influential nature, had minimal collaboration among its management and lacked strategic plans for the company’s future (Mallinger). This adversely affects its organizational culture. The proposed structural alterations include establishing a strategic management department that addresses core challenges, offering employees and clients an influential voice and establishing a vision that encourages belongingness and foster teamwork between all departments in the affiliation. After initiating such reforms towards positive organizational culture, the authors found out that shifting an established organizational culture is a challenging activity that requires utter commitment and that which is a major investment to any company that wishes to foster a productive and uniting work culture. According to the article, organizational improvements are impossible without an initial initiative for culture change. For most affiliations, costs, and time for the top-down organizational culture change is a challenge that they ought to face. Initial interventions for altering culture are a prerequisite to overall organizational success (Mallinger). Continuous dialogue is pertinent for ensuring that all members of the workforce adjust to productive culture. Inculcation of structural initiatives for any company is crucial in accomplishing goals for culture change. Commitment to progressive culture change elicits productive organizational culture for overall organizational profitability and affluence. Organizational Culture Makes Business Sense Paul Croteau asserts that organizational culture elicits a positive business sense. The author wonders why most organizations fail to realize that they have existing cultures and that those cultures hold a chief role in attracting and maintaining employee quality. He defines organizational culture as the workplace culture, which consists of the affiliation leaders and workforces’ behaviors, values and beliefs that they all share (Croteau). The author states that organizational culture offers a common basis for workforces and is overly observable. Culture is a force that guides an organization on how to construct productive decisions regarding whoever deserves a layoff, those who deserve promotions, those who fit in the affiliation and those that shall be affluent. The author affirms that a company’s management ought to spend quality time in creating a firm and positive culture in their dispensations. He claims that employees need more than a salary; they need a positive operating environment where they have a sense of belongingness and appreciation (Croteau). Employee engagement is a core element that gives employees an urge to involve themselves in the organization’s productive activities. It fosters the spirit of happiness, energy, innovativeness, creativity and excitement among employees. It also induces synergy, where every workforce members works towards success and towards inculcating positive culture and willingness to work productively. The author provides advice on how to foster positive organizational culture in organizations that wish to succeed. Fr instance, it is pertinent to abandon the top down management style whereby top management officials make the chief decisions and underrate junior employees’ ideas. The author also encourages augmentation of leader visibility, the need to assume a solution-focused stance in an organization’s operations, teamwork between various workforce departments and recognition of talent (Croteau). He encourages affiliations to work towards the building of positive organizational culture, with a guarantee of success for the company. The Importance of Organizational Culture Ferron, Daniel and Robert espouse the pertinence of organizational culture in this article. They explicate their points through their experiences and research in the medical field. It is worthwhile to note that organizational culture applies to every other field in the economy. The authors assert that physician engagement in their practice is pertinent to address the paradigm changes in organizational culture and the healthcare industry. It fosters the practitioner’s engagement to their careers and ultimate satisfaction (Ferron). The authors affirm that physicians in the small medical practice appreciate and practice organizational culture. This is because of the disparities in each area of their practice such as communication models, accountability and independence. They proclaim that organizational culture holds a pertinent role in individual and group practices throughout the career. This aids such people to assess their probable future and existing situations. They provide various research studies to depict how pertinent organizational culture is. The research proves that cultural traits are pertinent to medical practitioners’ satisfaction with their affiliation’s concentration on them. Cultural fit is imperative to physicians because they can assess and make tacit decisions regarding their practice opportunities (Ferron). Notably, they authors prove through research that the leading cultural attributes that appeal to these practitioners include transparent and respectful communication and patient-centered care concentration and supportive leadership management to faults. The authors present their research on how implications of cultural fit are relevant to the overall organizational culture. Satisfaction with a particular organization’s culture determines whether a worker leaves or maintains their positions in their places of employment. Proving that the cultural fit is pertinent to employees and crucial to organizational success, most physicians under interview proved that the culture of the organizations in which they worked affected their job satisfaction. Issues of cultural fit with regard to anticipated employee decisions buy the physicians established the notions that organizational culture is a critical success or failure factor for any organization (Ferron). Organizational culture determines, therefore, how any affiliation handles its employees in terms of retention and recruitment. It is succinctly clear, thus, that organizational culture is crucial to any organization in any field of the economy and that positive organizational culture fosters productivity, job satisfaction, talent retention, quality recruitment and overall improvement of the economy, elicited by profitability of such organizations. Works Cited Croteau, Paul. Organizational Culture Makes Business Sense. 4 Apr. 2013. Web. 5 Dec. 2013. Eikenberry, Kevin. Seven Reasons Organizational Culture Matters. N.d. Web. 5 Dec. 2013. Ferron, Liz et al. The Importance of Organizational Culture. 13 Feb. 2013. Web. 5 Dec. 2013. Mallinger, Mark. Recognizing Organizational Culture in Managing Change. N. d. Web. 5 Dec. 2013. Read More