The organizational culture is the collectively accepted meaning that manifests itself in the formal and informal rules of an organization or a sub-group. The culture embodies the collective symbols, myths, visions and heroes of the organization are past and present (Ouchi, 1981). Culture basically involves what to wear, how to address staffs and what is rewarded and punished. It is often not written. When individuals join an organization, in addition to learning about its formal aspects, they spend much of their time being socialized into the less formal aspects of organizational life which is the culture.
As Microsoft developed their approach in analyzing their organization, it became apparent to them and their people, that they have different personalities and work in different rhythms. People who feel professional jealousy want to be recognized by the leader of the organization. As we have said earlier, rewards or punishment is a motivation. Some people when not being rewarded feel that they are less important in the organization and eventually become unsatisfied with their job and some simply want higher position in the organization. Communication with members of the organization is and good relationship towards each other important in order for the organization to achieve their goal which can be hindered by professional jealousy.
On the other hand, people feel job dissatisfaction because they want more challenging jobs. They feel they are more capable of other job than what they are assigned to do at the moment while some feel pressure with their job and they feel they are incapable of doing what is assigned to them (Peters and Waterman, 1988). Some become unsatisfied because they do not want the present management of the organizations which is also brought by many factors.
It is very often surprised at how well some of them seem to work under incredibly difficult circumstances, while others are continually failing to perform under much more favorable conditions. The ideas associated with organizational motivation help provide insight into why organizations and the people inside them behave the way they do.
For almost a century now, organizational analysts have pondered the issue of why some individuals are more motivated than others (Levine, 1995). A great deal can be learned from this literature about the types of working conditions that support or hinder how individuals in organizations perform. Only over the past 20 years has interest shifted from simply understanding the individual's role in organizational motivation, to some of the underlying personality aspects of the organization itself (Bloor and Dawson, 1994).
Furthermore, occupational socialization theory concedes that differences may exist before employment. However, the theory hypothesizes that differences tend to disappear as employees are socialized within the work environment. The assumption is that the important, lasting socialization takes place in adulthood through occupational training, organizational