Organizational Culture Paper

Organizational Culture Paper
Organizational Culture
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 a feeling or climate conveyed. The purpose and function of this culture is to help
foster internal integration, bring staff members from all levels of the organization much closer together, and enhance their performance.
However, there seems to be a widely held misconception that throughout an organization or within a specific division there is only one uniform culture
that exists. This definition does not seem adequate because it fails to recognize that in many organizations there are quite...show more content...
Many of the fail points within the organization could be traced directly back to its socialization process. The socialization process is the process by
which an organization brings new employees into its culture. The older members of the society transmit to younger members the social skills and
knowledge needed to function effectively in the organization. This process of the organization develops the skills and competencies needed to perform
the new job. Although the company seemed to be successful in the first two steps the remainder of the process seemed to be inconsistent with this
theory.
The company followed the traditional pattern of selecting potential candidates through the use of trained recruiters and a standardized procedure. These
recruiters looked for a variety of specific traits in each candidate that they believed would make them suitable for the position at the firm. Those
individuals that did not meet these strict criteria were not considered for the position. The organization also had many similarities with the next step in
which the successful candidates were placed in many challenging environments, or impossible situations to test their commitment to the position. The
theory then suggests that at this point in the process those individuals who are not willing to accept the culture would be removed and all others
allowed to proceed. Yet this does not seem
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Organizational Culture Essay
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...show
more content...
Since organization culture is the combination of many factors there are several factors that could affect it. Among the internal factors to consider are
the company's approaches to their processes, is the company more into results and profits or product quality and employee's safety. Management style
is another important feature that affects corporate culture micromanage companies tend to have less motivated employees. Technology these days
influence organizations at all levels as the company's approach to technology will go hand on hand with bettering processes. New factor affecting
corporate culture these days is the different work arrangements that are needed these days with the implementation of flexing time and tele–working
had commuting acceptable. The management approach to work environment, communication style will definite affect organization culture.
Strong culture is said to exist where staff respond to stimulus because of their alignment to organizational values. Conversely, there is Weak Culture
where there is little alignment with organizational values and control must be exercised through extensive procedures and

The Intel Corporation produces microprocessors that are used in computers. It has a market share of over 75% and has been praised for its highly
innovative culture. Do you think that an innovative culture can be relied on to guarantee the future success of a business? Justify your answer with
reference to Intel and/or other organisations you know. (40 marks)
An organisation's culture refers to 'the way we do things around here' and is determined by the values, attitudes and beliefs of the people who work
within it. As such, culture will undoubtedly influence the success of a business. In particular, it can be argued that an innovative culture can lead to
business success because it enables companies to share ideas more freely and...show more content...
BMW use a similar culture where everyone is expected to help find solutions. They have a network of committed associates with few hierarchical
barriers, allowing every employee to voice their opinion. This culture has allowed BMW to promote new products and get the product just right
through thousands of brainstorming sessions. These examples show how innovation can lead to success in technological industries.
Innovative culture can be relied on to guarantee the future success of a business, as the external environment is constantly changing. This can be linked
to Charles Handy's theory of 'discontinuous change' which means that in the future change is constant, and therefore an innovative culture would most
likely guarantee a business success. Being highly innovative would mean that managers would have to be flexible and react to the constantly changing
external environment, therefore adopting an innovative culture would mean businesses would have to come up with ideas and strategies for the future
in order for the business to remain competitive and successful. Innovative culture should equip firms with the ability to cope better with change. For
example Intel's strategy of diversification where they use tactics such as job swapping and controlled employee role changes to increase

Organizational Culture Aspects Essay
Organizational Culture Aspects
The impact of culture is very important when it comes to attempting and achieving personal goals and business goals. Organizational cultures are the
characteristics that are based on morals, values, traditions and personnel behavior. Values are very important because people act out upon his or her
values, and values channel behavior. Saying and doing the right thing are two different things and if managers are trying to set the culture they have to
set the example. Physical manifestations such as ethical codes or written rules are some ways the organization reflects its values. General Electric,
Lockheed Martin, Haliburton Company, Corporate Express, ACH Foods and Whole Foods are corporations that strive to...show more content...
Lockheed Martin uses The Diversity Maturity Model (DMM) to measure employee's thoughts and perceptions to a better work environment.
We all have heard the slogan "We never forget who we are working for." Well, that is exactly what Lockheed's mission is based on, "What's good
for people is good for business" (2008). Many companies are customer based and like General Electric they also "depend upon the imaginations,
intelligence and curiosity of its employees" (2008) to serve customers better. Diversity is accepted and welcomed at Lockheed Martin because they
rely heavily on teamwork. Ethical standards and behaviors are given to all from top executive leadership positions to every level at the corporation.
They have values they rely on to respect each person's individuality. Do what is right, Respect others, Perform with excellence.
Creating the right culture is not easy but there are programs that help alleviate conflicts. For example, Lockheed uses the internet base software
programs that give training on ethics and legal compliances. This type of training can address different topics such as sexual harassment and with
technology has helped many companies in giving training where there is no time for seminars.
Corporate Express Canada
Corporate Express Canada (CEC) has been voted in the top 50 employers of Canada for the last 3 years in a row. Having this prestige makes CEC a
very reputable

Essay about Organizational Culture
Organizational culture influences many aspects of workplace life. A workplace with strong beliefs, values, behaviors, ideas and expectations define an
organization. Well–communicated beliefs, values, ideas and expectations influence employee's behavior and determine how employees communicate
with others throughout the organization, thus defining the organization's culture. Over the years, the topic of organizational culture has been studied in
many disciplines from anthropology to sociology. A prominent theorist of organizational culture,Edgar Schein (2004), provided the following general
definition of organizational culture:
A pattern of shared basic assumptions that was learned by a group as it solved its problems of external...show more content...
Opposite of economical approach is the organizational development approach. This approach focuses on the culture of the organization while
developing the employee's competencies. Organizational development approach is intended to development the employee's commitment to the
organization (Hellriegel, 2004). In our efforts to find more effective ways to reward employees, we developed a committee to review our performance
evaluation and merit increase procedures. The purpose of this committee was to evaluate the procedures and make recommendations for improvement.
By taking this approach, the employees have developed a sense of commitment to the organization and a sense of value as an employee.
Once an approach has been identified, there are several elements that can be modified or changed that will impact the organization's culture. These
elements include changing 1) what managers and teams pay attention to, 2) how crisis are handled, 3) criteria for recruiting new members, 4) criteria
for promotion, 5) criteria for allocating awards, and 6) organizational rites and ceremonies (Hellriegel, 2004). To implement a change to culture,
organizations can change the criteria for recruiting new employees. For instance, typically our recruitment procedures included advertising externally
and internally for a period of two weeks for open positions. We have been unsuccessful at

Organizational Culture Defined
In accordance with the Business Dictionary, organizational culture (similarly entitled Corporate Culture) is the standards and conducts which subsidize
to the distinctive communal and the psychosomatic atmosphere of an establishment. Organizational culture incorporates an establishment 's
expectancies, knowledges, perspective, and principles which sustain it, collectively, and is articulated in its individual–representation, internal
workings, collaborations with the external domain, and impending expectancies. (Business Dictionary, 2016)
Organizational culture is constructed on communal perspectives, convictions, traditions, and inscribed and unrecorded administrates which have been
arisen over a while and are deemed acceptable. Furthermore, corporate culture, it 's demonstrated in the manner the establishment accomplishes its
transactions, regards its workforces, consumers, and the broader communal; correspondingly, organizational culture entails the degree to which liberty
is allowable in decision making, fostering modernistic philosophies, and individual manifestation, by what means authority and information surge
through its hierarchy, and exactly how dedicated workforces are regarding cooperative objectives. (Business Dictionary, 2016)
Organizational culture shakes the establishment 's production and functioning, and affords strategies on consumer consideration and service, product
characteristic and security, attendance and punctuality,

Introduction
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, organizationalculture 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.
This...show more content...
Deal and Kennedy (1982:21) believe that the core of organizational culture is `Value', which are shared by the members within an organization. And
the upper level which is `Behaviour' is guided by shared values. The invisible values provide a common direction for all members to behave towards
the goal of the organization.
Moreover, Schein (1985) has expanded the concept including fundamental assumptions, artefacts and symbols. (Schein 1980; Schein 1985)
In Schein's theory, the most visible/outer level is behaviour and artefacts. This is the observable level of cultures, and consists of behaviours patterns
and outward cultural manifestations: such as flags, dress codes, myths, stories, products and services, level of technology utilized, type of operations
process, and the physical layout of work spaces. These are all visible factors that presenting the cultures of an organization. At the next level of culture
are values. Values underlie and to a large extent determine behaviour, but they are not directly observable

Reflection Of Organizational Culture
Living in a world of approximately 7.5 billion people mean living with different perspectives, different ideas, different cultures; in other words, we live
in a society full of diversities. Throughout this semester, I have learned that an organization cannot function without people. In fact, employees are one
of the valuable assets of an organization. Every organization has a corporate culture; thus, living in a world of diversities poses the challenge for
companies in maintaining such culture alive. I believe that organizational culture, just like Politics, cannot be avoided within an organization. I am not
a mother yet, but based on my observation, organizational culture is like growing up a child that is, it requires of a strong mother (an empowered
leader) to nurture a child (culture) with values and confidence which are key elements towards attaining success.
A new–born does not have a specific time to eat. However, as this baby grows, he begins to adapt to the environment setting in which he was born. For
instance, his mother will eventually "train" him that there are three meals per...show more content...
As stated in my first reflection, our personality and values are profoundly influenced by a place we call home. As a result, we will carry that
personality and values in our workplace. One of the most global culture was that of "men being in power". This article proves that such culture is
changing. Seeing PepsiCo website, creates a feeling of astonishment to know that one of the world's biggest food, snack and beverage corporation, has
a female CEO. Moreover, it also comprises of at least four different ethnic groups. I think that these global cultures of "men in power" and "white men
are the boss" influence the organization. For instance, in PepsiCo case having a combination of women and other ethnicities can foster creativity in the

Organizational Culture Analysis Essay examples
Organizational Culture Analysis
Danielle Stacey
Business 610
Dr La Tonya Gale
February 25, 2013
Each organization has a different culture. The culture can help shape how an organization functions and has the potential to set it apart from the
competition. There are three levels to culture: observable artifacts, espoused values, and enacted values (Baack, 2012). Each level plays a different part
within an organization. State Farm Insurance is the larges mutual property and casualty insurance carrier in the United States. The company was
founded over 90 years ago and has had plenty of time to develop their layers of culture. Observable artifacts are the outward viewable signs of an
organization. Observable artifacts are viewed...show more content...
The last layer of culture is enacted values. These values are the actual behaviors exhibited by the employees. Rick Darby of Safety Culture (2012)
stated, "the enacted values of an organization...may be at a considerable distance from those proclaimed in official statements and public relations
material". In the case of State Farm and being "remarkable", employees are having a hard time providing the remarkable service. Slow systems,
being short handed, and a disconnect between operation employees and agents, contribute to less than remarkable service. These enacted values differ
from what the company would like but not much has been done to rectify the situation. Darby (2012) believed if a great gap was found between
enacted values of the employees and the espoused values of upper management, there could be confusion and dissatisfaction. The dissatisfaction found
in employees can start to alter the observable artifacts of the company. The recognition of State Farm for being an admired company will stop being
awarded if management does not address the enacted value of its employees. The three levels of culture contribute to how an organization is presented
to the public. Observable artifacts, espoused values, and enacted values all supply a foundation for the organization's culture. The culture of the
organization is part of what defines their success and growth. State Farm is known as the good neighbor company but needs

It is not uncommon in today's business world to hear a new CEO, an organizational consultant, a leadership expert–talk about the urgent need to change
the organization culture. Often organizations set high aspirations to "change the culture" but fall short of modifying the way that people feel, behave
and get work done. Culture changes rarely manifest into noticeable long term improvements. It is important to note that corporate cultures are slow to
evolve and difficult to change, that is not to say that culture cannot be changed. For starters, organizational culture can be complex to even define and
differ in definition depending on the organization. As organizations move forward with their "culture change" programs, it is crucial that they have a
vast understanding of what culture is and how it is formed. In the present paper, the foundation of organizational culture is studied from a couple of
different aspects: how culture evolves, how culture can be changed, and what is a leader's role in culture change? When positive culture forces and
strategic priorities are in sync, companies can begin to gain competitive advantage or regain advantages that may have been lost.
Organizations should no longer ignore cultural forces within the workplace when looking to implement change of any kind. Organizational culture as a
concept has recently came to the forefront, although, many concepts have touched on aspects of culture. In earlier research, characteristics of culture
were

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 a feeling or climate conveyed. The purpose and function of this culture is to help
foster internal integration, bring staff members from all levels of the organization much closer together, and enhance their performance. However, there
seems to be a widely held misconception that throughout an organization or within a specific division there is only one uniform culture that exists. This
definition does not seem adequate because it fails to recognize that in many organizations there are quite often groups that are unique...show more
content...
Quite often individuals never really become part of the dominant culture yet merely they try to give that impression so that they are not dismissed.
Secondly, it falls short in the case of many individuals that have been hired as a contract employee. Not having the certainty and job security of a full
time staff member makes individuals less open towards the organization's norms and values. By not having the confidence in their future at the firm
individuals are likely to be very reluctant to make the effort and try to become part of the team, and eventually the firm's culture. In addition the
candidates did not receive the extensive training that was needed to help develop their skills and perform the routine tasks of this very demanding
position. This may have been a result of the fact that the company was unsure whether they would retain the services of the new staff. This in turn
made many of the new recruits feel inadequate when compared to their full–time counterparts. Hence they did not feel part of the team and part of the
organization. It also had the unintentional effect of reinforcing the feeling among many individuals that the company was not committed to them and
that they did not want to make the investment in their training since they were uncertain whether they would keeping them as

Organizational Culture
Organizations have personalities like individuals and like individuals, they have enduring and stable traits that help us predict their attitudes and
behaviors. An organization's culture may be hard to define but it has a major impact on the behavior of individuals in the organization. To understand
one's behavior in an organizational culture it helps to understand the dominant culture in an organization and to figure out how individuals come to
learn that culture and how the culture affects them.
Defining Organizational Culture (7 Characteristics)
There seems to be wide agreement that organizational culture refers to a system of' shared meaning held by members that distinguishes the
organization from other...show more content...
Appraising the organization oil these seven characteristics, then, gives a composite picture of the organization's culture. This picture becomes the basis
for feelings of shared understanding that members have about the organization, how things are done in it, and the way members are supposed to behave
Culture is a Descriptive Term
Organizational culture is concerned with how employees perceive the seven characteristics, not whether they like them. That is, it is a descriptive term.
This point is important because it differentiates the concept of organizational culture from that of job satisfaction.
Research on organizational culture has sought to measure how employees see their organization: Are there clear objectives and performance
expectations? Does the organization reward innovation? Does it encourage competitiveness?
In contrast, research on job satisfaction seeks to measure affective responses to the work environment. It is concerned with how employees feel about
the organization's expectations, reward practices, methods for handling conflict, and the like. Although the two terms undoubtedly have characteristics
that overlap, keep in mind that the term organizational culture is descriptive, whereas job satisfaction is evaluative.

Contrasting Organizational Cultures
Organization A
This organization is a manufacturing firm. Managers are expected to

Organizational culture Culture is something that encompasses all of us. It helps us to understand how things are created, acknowledged, developed
and managed. In this context, culture helps to define and understand an organisation and how it works and manages. Organizational culture is a shared
value system derived over time that guides members as they solve problems, adapts to the external environment, and manage relationship (Schein in
Wooten and Crane 2003, Vol. 21(6), p.276). Organisational culture is about how things get done subtly without people watching so that the
organisation runs smoothly. Organisational culture is needed so that company can run without hiccups and run efficiently. It shows organisation
structural...show more content...
(Schein 1992). In nursing, it is believed that patient safety comes first before others in the nursing line. They are the most deeply held beliefs of the
group (Neuhauser, Bender and Stromberg 2000 p5). Such beliefs are the ones that influence the actions of the nurses. Layer 2 involves behaviours and
habits that changes frequently as the environment changes (Neuhauser, Bender and Stromberg 2000 p5). This layer is about the norms of the
organisation. This layer shows the way the organisation staff does their work. It ranges from formal policies and procedures to the informal habits and
tactics employees use to function effectively within the company (Neuhauser, Bender and Stromberg 2000 p5). Example of formal policies and
procedures is when nurses are to ensure patient safety at all times when they come in contact with patients. Informal habits and tactics include junior
nurses being tactful to senior nurses or nursing managers when communicating with them. By understanding the way senior staff act, new or junior
staff can distinguish which actions are appropriate. The third layer includes symbols and language of the organisation staff that changes frequently as
environment and business strategy changes (Neuhauser, Bender and Stromberg 2000 p5). These are the parts of culture that can be visibly be seen, felt
or heard. Examples include nursing home logos, uniform and workplace layout. By understand an

Employee Organizational Culture Essay
The shared characteristics and, in some cases, perception of employees create what is known as organizational culture. A strong culture constructs a
unified employee atmosphere, whereas a weak culture lacks a shared sense of distinction between employees. An employee's heritage or individual
culture, although different than, affects the overall organizational culture of companies. Like society, sub–cultures exist within organizations. Formed by
departmental function, geographical location, and/or the personalities of employees, sub–cultures include employees who continue to adhere to the
organizations' overall culture, but have additional independent characteristics. Employees' individual heritage, along with the culture and...show more
content...
xii). Although rather obvious that the higher level of leaders have a commanding subculture, rank is not the only condition, the reach of this group
offers a substantial aspect to its power. Leaders at the highest levels of organizations control a more considerable territory– internal and external – and
a greater number of employees.
Internal and external perception of organizations develops from leaders creating and managing culture, the behavioral norms within particular
industries, and influential subcultures. Organizational culture contributes to the approach and method used to train and develop employees of
organizations. Sidestepping organizational culture and cultural diversity while developing and administering training programs inhibits the
effectiveness of the training by not addressing company culture and individual perspectives of employees.
Discussion
A strong positive organizational culture develops from employee awareness of the distinct differences between their company and other companies
along with company mindfulness and embracing cultural diversity of its employees. As long as the organizational uniqueness of companies is positive,
company pride among employees expands and improves the employees' willingness to learn. Conversely, disinterested employees lack commitment to
their company and lack desire to learn, making training more difficult.
Dimensions or characteristics of organizational

Essay On Organizational Culture In The Workplace
An organization always faces challenges when allowing new employees into their culture. Brethren Woods Camp and Retreat Center encounters this
change every year when they orient their summer staff. Last summer, however, a new problem occurred to challenge their organizational culture.
During the fifth week of their six week summer camp program, they caught wind from a stakeholder that some of their employees had been in
violation of the personnel policy they all signed earlier in the summer. After confirming this information with the employees in question, they were
quick to judge the situation. Two employees were fired while the rest were treated to a talking circle. The incident was not explained to the entire staff
and was never spoken...show more content...
With roots in the Church of the Brethren, it is easy to trace where the organizational culture gets its roots. In fact their mission statement is "to provide
Christian educational opportunities, facilities, and programs for all ages in an inviting woodland setting; encouraging the formation of Christ–centered
living, leadership, and stewardship of creation, leading toward wholeness in the kingdom of God" (Brethren Woods, 2017). These Christian beliefs are
explicit in each camp week as the organization values events including bible study, vespers, and morning watch. They can also be seen in the
expectations for employees from the dress code to the housing rules. Brethren Woods also gets much of their funding from Brethren churches
surrounding the area. As stakeholders, these churches keep the camp accountable to their values because they do not want to put their money into an
organization that does not align with their beliefs. All of these elements of the camp's organizational culture led to the way the handled the problem
with their staff. First off, one of the elements of their mission is to form leaders in Christ. With their leaders exhibiting behaviors contrary to these
values, something had to be done. Next, there was a culture set by the executive director and two co–program directors that they wanted to perpetuate.
They could not allow the culture to morph into something against their mission. Lastly, the stakeholders expect Brethren Woods to uphold an

As known each organization has a set objective to be achieved. Hence depending on the objective & to achieve those objectives, an organization can
be structured in many difference ways: the 2 basic division, is the division of labour& coordination & supervision. These are done to be in–line with
the organizational objective.
Defining and identifying an organization structure affects the organization in two big ways – it provides the foundation on which standard operating
procedures and routines rest and it determines which individuals get to participate in which decision making process.
For the ease of operations, the organization structure is further divided into:
Tall organization structure – for large & complex companies
Flat organization structure – mid–size organisations.
Virtual organization structure – companies that are dependent on communication technology for their day to day working.
Boundary less organization structure – a contemporary format of working.
Introduction to organizational culture:
Organizational culture is the heart of the organization performance it is critical for organizational success. It is a culture in which the core values are
intensely and widely shared among the employees and stake holders.
Some of the characteristics are:
Innovation – some organization encourage its employees to be creative and generate new ideas.
Stability – some organization emphasize on maintaining a stable & predictable environment.
People oriented – organizations

Leadership and Organizational Culture Essay
LEADERSHIP AND ORGANIZATIONAL CULTURE
In this paper I will discuss the effects and responsibilities leaders have on an organizational culture. I believe leaders have an enormous effect on the
well–being of an organizational culture. Leaders must take an active role within their organization's culture. Whether positive or negative, in an
organization, things tend to follow suit "down hill." A leader has the power and influence to maintain, create, or repair anorganizational culture.
However, this can prove to be a delicate and challenging task.
When trying to maintain a healthy organizational culture the leader has many factors that he/she must balance. Maintaining a healthy organizational
culture may be viewed as an entire strategic...show more content...
4)
These factors that shape an organization culture often seem to evolve naturally among subordinates in an organization. It is vital that the leader know
how to manage these factors effectively to ensure a healthy organizational culture.
Perspectives on Relationships between Leadership and Organizational Culture Upon researching I found a three perspective model showing the
relationship between leaders and organizational culture. The first is the "functionalism perspective." The functionalism perspective basically entails
that "a strong culture depends on a strong leader or a strong leader can develop a strong culture. Leaders have choices and can influence the firm
through their actions or decisions." (Zhang, Tsui, Wang, Xin, n.d., p.5) With the functionalism perspective it is believed that the leaders, who are in the
head positions, have all the power in molding and changing an organization. There are numerous factors and the leader must know how to manage them.
The second perspective is the "attribution perspective." With the attribution perspective theorists "argue that the role of leadership is in the mind of the
followers, who attribute a person the ability to lead and consider him/her to be the

ORGANIZATIONAL CULTURE
ORGANIZATIONAL CULTURE
Culture consists of beliefs and behavior. It is cultivated behavior in the sense that it is learnt from the other members of the society. According to Henry
Mintzberg, an internationally renowned author on Business and Management, "culture is the soul of the organization – the beliefs and values, and how
they are manifested. I think of the structure as the skeleton, and as the flesh and blood. And culture is the soul that holds the thing together and gives it
life force." These lines portray how critical is a culture in an organization.
Some theorists looked upon organizations as having many of the features of cultures (Brown, 1995). Martins and Martins (2003) defined organizational
culture as "a system of...show more content...
Therefore, managers and employees do not behave in a value–free vacuum; they are governed, directed and tempered by the organization's culture
(Brown, 1998). Employees' behavior includes their commitment to their respective organizations. For example, if the culture encourages
innovativeness, any problem will make people take initiative and risks as well as try out new ways of doing things. On the other hand, if the
organizational culture is security oriented, the same problem situation would cause people to start looking for rules, procedures as a mode of response.
Organizational culture is also known as "corporate culture" that has a major impact on the performance of organization and especially on the quality
of work life experienced by the employees. If people in the organization follow the same culture and accept the cultures as well, there would be unity
formed within the organization that would lead to higher levels of efficiency resulting in an increase in the levels of performance. It is known that an
increase in performance can lead to the development of a culture, which could lead to culture homogeneity in the way the organization works. A
common culture results in having a common goal. People would agree to the decisions made more easily and be motivated to work, as the decisions
made are the same as the

Three general types of organizational culture–constructive, passive–defensive, aggressive–defensive: The organizational cultural inventory measures
12 sets of normative beliefs or shared behavioral expectations associated with three general types of cultures, Constructive, Passive–Defensive, and
Aggressive–Defensive. Constructive cultures–in which members are encouraged to interact with others and approach tasks in ways that will help them
meet their higher–order satisfaction needs, are characterized by Achievement, Self–actualizing, Humanistic–Encouraging, and Affiliative norms.
Constructive styles strongly associated with satisfaction and low stress (Cooke & Szumal, 1993). пЃµAchievement: pursuing a standard of excellence.
пЃµ...show more content...
On the other hand, in systems concerned with fostering social cohesiveness, equality tends to be the dominant distributive value where equality of
outcomes emphasizes members' common fate, and promotes solidarity and social cohesion. The different ways in which organizations seek to resolve
this distributive dilemma have been described in terms of a typological theory of organizations. The more unequal or centralized the power structure is
in an organization, the more equity values (or an equity orientation) predominate, and the more resources and rewards will tend to be differentially (i.e.
unequally) allocated. This means inequality and consequent threats to social cohesion or integration become problematic. On the other hand in
organizations with decentralized or democratic power structures, an egalitarian orientation and more equal allocations will tend to predominate.
Economic inefficiency and inequity emerge as problems. While organizations' power structures give them an underlying orientation towards
distributive equality or equity, organizational processes then either reinforce or compensate for this orientation. Thus an organization with an
egalitarian orientation can have

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