Organisational Behaviour: Understanding the Importance of Organisational Culture

This essay discusses the importance of organisational culture and its impact on employee performance, motivation, and management. It also analyses articles on organisational culture and provides recommendations for improving it.

Running ead R A SA A AV RH : O G NI TION L BEH IOU 0
rganizational ehaviourO B
9/19/2018

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ntroductionI
he essay brings about the discussion on the topic organisational culture and theT ,
related aspects and concepts rganisational culture defines about the beliefs assumptions and. O ,
the values of interacting with the environment of an organisation t is an important aspect in. I
every organisation irrespective of the nature of the organisation rganisational culture influences. O
the employees greatly in any organisation and the way they interact with the stakeholders in,
the organisation hus in total culture of an organisation affects the smooth functioning of any. T ,
business organisation and sets pathway for the future success n the contemporary growing. I
organisations with the dynamic nature of global business environment it has observed that, ,
organisational culture is gaining a new awareness Managers are now aware of creating a.
healthy atmosphere and happy workforce he essay thus describes in the later part an. T
analysis on the organisational culture after reviewing the articles in the fi eld of organisational,
culture (Saeed ousafzai ngelen, Y & E , 2014).
Articles on Organisational culture
rganisational culture has become a diverse and subject of wide importance inO
today s contemporary organisations hus there is a discussion on coming to a new’ . T ,
awareness of organisational culture along with other dimensions in organisational behaviour- .
t includes the summary on the culture of an organisation from multiple perspectivesI .
Article 1: Coming to a New Awareness of Organisational Culture
According to Schein it has been assumed that one should look into the, (1984)
aspects of an organisation properly or dig deep below the surface of an organisation i e, , . .
beyond the visible attributes of the organisation and understand the underlying assumptions,
and beliefs he article focused describing that the organisational culture is a dynamic concept. T ,
which is changed and passed with ti me As per the understanding of the author culture. ,
means the set of shared meaningful practices which enables the members of the group to,
interpret interact and act with their environment he article also highlights some other, , . T
aspects related to the organisational culture such as formal organisations and culture ,
elements cultural paradigms strength of culture pervasiveness of the culture and the, , ,
implications of the culture on the organisation n addition there is an analysis around the. I ,

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concept of e ternal adaptation and internal integration and the culturex ( onet grierB & Né ,
2018).
rganisational culture is a dynamic model and evolutionary aspect analysed at differentO ,
levels of an organisation hese include the visible artefacts such as constructed environment. T ,
and code of conduct office layout behavioural patterns dress code documents and the, , , , ,
policies implemented in the organisation uman resource is the most valuable asset thus. H ;
they need order and consistency in the organisation to increase their efficiency and motivation .
his is often termed as cultural paradigms which combines the efforts of the humans natureT , , ,
and the activities of organisation simultaneously herefore cultural paradigm describes about. T ,
the assumptions and lead to the systematic pattern owever these patterns are always not. H ,
consistent or compatible with the nature of the organisation he strength or amount of. T
culture also determines the effective management in terms of homogeneity and group,
membership n addition length and intensity of the shared e periences leads to the strong. I , x
and differentiated culture ith the coming awareness of the organisational culture. W ,
demonstrating that culture is pervasive in terms of beliefs assumptions and values Corporate, , , .
culture determines the company and guides about practices Different organisations perceive.
the culture and the elements distinctively and thus influence the organisation greatly hus this, . T ,
article emphasized on varied new aspects of the organisational culture emerging in the,
contemporary organisations t has led to the creation of growing awareness of the concept of. I ,
organisational culture (Mohelska Sokolova, H. & , 2015).
Article 2: Which comes first, organisational culture or performance? A longitudinal study
of causal priority with automobile dealerships
According to oyce et al it can be stated that the organisational culture(B ., 2015), ,
which is treated as driver of the organisational performance Many evidences have been.
found which mentions that the features of the organisational culture linked to the fi rm
performance herefore it can be analysed that there is a culture to performance effect i e. T , - - , . .
organisational culture causes organisational performance or they are reciprocal to each other, .
n every organisation there are some process oriented models which describes about theI , - ,
dynamic aspects of culture it is adaptive n addition these authors has also discussed that the, . I ,
ability to bring or incorporate change in the culture becomes constrained with ti me and, ,
organisational maturity t means that culture in an organisation may lead to resistance which. I , ,

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affects the employee s ability towards developing adaptive behaviour in the’ organisation
( ellinW , 2016).
Culture of an organisation consists of many elements and is often perceived from
multiple perspectives or views According to the resource based view there are three. ,
conditions required which are essential to contribute moderately to the fi rm s profitability irst, ’ . F
condition is that the culture in the organisation must be valuable for the organisational
members that it allows to behave in a certain way which contributes to higher effectiveness; ,
amongst competitors Second condition is that the culture of the respective organisation must. ,
be rare i e it must not be a commonplace amongst other fi rms he third condition is that it, . . . T ,
should be not be imitable by any competing fi rm as the values must be unique leading to,
positive outcomes hese three conditions are vital contributing largely to the organisational. T ,
effectiveness and, profitability ( aylor et alT ., 2017).
n addition greater importance or weightage is provided to the content of the cultureI ,
and the values proposed by culture A culture which includes attributes such as employee. ,
involvement internal consistency and adaptability in the organisational practices constitutes to, ,
most effective organisations hus effective organisations include these cultural traits in their. T ,
operations leading to the attainment of goals and objectives in the future enceforth C. H , -P
relationship conditions and their relevance to the conditions components and the profitability, , ,
and effectiveness it has been understood there is a primacy of culture over the, ; , performance
S( hields et al., 2015).
Article 3: Parsing Organisational culture: How the norm for adaptability influences
the relationship between culture consensus and financial performance in high
technology firms
Chatman was of the view that the relationship between the organisational, (2014)
culture and fi nancial performance has been elusive in the dynamic business scenario t has. I
stated that the strong culture of an organisation which aligns the behaviour of members with,
the organisational objectives motivates them towards fi nancial performance Accordingly in a, . ,
broader sense it has identified that along with fi nancial performance strong culture adheres to, - ,
routines and behavioural uniformity in the members of the group he analysis of the strong. T

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culture and the benefits derived studied with respect to the high technology fi rms which- ,
involves creativity and innovation in their strategies (Mu et al., 2015).
ith a better view to understand the relationship between the organisational cultureW
and the fi nancial performance of the organisation there are three components which include, ,
content of the norms stated in the cultural aspects ther two components include how. O ,
widely members agree with the stated norms and beliefs of the organisation n addition it. I ,
states about how intensely the organisational members hold to those particular norms t is. I
assumed that the strong culture among a large group of people across a set of cultural,
norms can contribute to effective fi nancial performance ( huZ , 2015). owever the fi nancialH ,
performance of the company is influenced with respect to the conditions or e ternalx
environment or an instance fi rms with strong culture are advantageous in the stable. F ,
environment conditions n case of dynamic environment because of the social control which. I ,
provides conformity to the members of the group organisational fi nancial performance is,
reduced (Al Saifi, 2015).
According to this article the phenomenon of culture is to be defined in terms of norms, ,
belief and assumptions Adoption of the nature of the culture in the organisation results from, . ,
the operations carried out in the organisation or an instance a retail fi rm might need to. F ,
become both adaptive and consumer oriented in their operations hereas discussing about, - . W ,
manufacturing fi rms might need to focus on detail oriented culture in their organisational, -
practices hus cultural aspects and norms vary with the nature and performance of the. T ,
organisation and thereby affecting the enhancement of fi nancial, performance ( lsmoreE , 2017).
Analysis of rganisational CultureO
rganisational culture is important to every organisation and considered to driveO ,
organisational performance As culture of the organisation influences a number of things such. ,
as employee involvement employee performance performance motivation management, , , , ,
and situations thus affecting the overall organisation According to the above mentioned articles. - ,
the views of different authors on the culture included wide perspectives suitable in one fi rm or,
many Comparing and contrasting these articles it has been realised that an organisation. ,
culture which considers the employees as integral to their organisation ensures the, ,

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employee commitment to goals and objectives As per the fi rst article the author stated that to. ,
study about any organisation one has to analyse deep down the practices his mentioned, . T
about the internal and e ternal structure of the organisation and considered them importantx ,
for effective working of the organisation Another article mentioned regarding giving priority.
between culture and performance it has been concluded that an organisation with better,
performance results from the cultural values t thus states that cultural values and beliefs. I ,
lead to better performance herefore it is only not essential to incorporate cultural values. T , ,
beliefs and assumptions rather it is most important to maintain those values leading to, ; ,
success.
he culture in an organisational conte t is described in formal sense as norms orT x ,
standards of doing work orms help people to interpret and evaluate events and. N ,
accordingly e pect changes in the behavioural patterns n addition to interpreting and evaluatingx . I ,
norms act as a useful construct for understanding organisational culture owever after. H ,
analysing the views from multiple perspectives from different authors and their understanding ,
it can be stated that second article has delivered meaning to the organisation Discussing the, .
various aspects of the culture implications positive and negative impacts on the performance, ,
of the organisation relationship between culture and leadership is determined A leader in an, .
organisation effectively introduces the cultural changes and motivates employees to contribute to
the organisational goals and objectives he leader emphasizes in the organisation acceptance. T
to the cultural norms standards and other aspects hus there is a relation between the, , . T ,
organisational culture and leadership which establishes standards to achieve goals and,
objectives ( ordan erner VenterJ , W & , 2015).
Recommendations
ith the conte t to the nature of operations whether it is manufacturing or high techW x , -
organisation it has been understood that culture largely affects their success very organisation, . E
must ensure activities to improve organisational culture for better performance and attainment of, ,
organisational goals A manager in an organisation must listen to their employees and must. ,
coordinate or collaborate between the employee s needs and organisational goals’ .
Communication is the key to organisational effectiveness thus cultural practices communicated,
well to the employees and other stakeholders t means communicating the mission vision. I ,

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values effectively to avoid conflicts and issues among employees in the organisation Developing.
two way communication channel resolving employee issues and building healthy relationships- ,
would bring change to the culture in the organisation ence it will influence the organisational. H ,
practices positively and lead to strong culture.
Conclusion
o conclude the above discussion it has been analysed that there is an increasingT ,
awareness and importance of the organisational culture he culture of an organisation is the. T
key factor which contributes to organisational effectiveness and success t varies according to, . I
the nature of organisation therefore considered as strong or weak Culture of an organisation, , .
strong or weak affects performance and profitability in the longer term Culture is a dynamic, , - .
concept set of shared meanings considered as continuous and evolving with the changes in,
the e ternal environment t covers all the aspects of human functioning and considered asx . I ,
both cause and the result ence every organisation or manager must ensure successful. H ,
implementation of cultural values beliefs and other aspects leading to organisational success, , ;
in long run.
References
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