Organizational Culture and its Impact on Behavior and Performance

Running head: ORGANIZATIONAL CULTURE
ORGANIZATIONAL CULTURE
Name of the Student
Name of the University
Author Note

1ORGANIZATIONAL CULTURE
Table of Contents
Answer to Question 1......................................................................................................................2
Answer to Question 2......................................................................................................................4
Answer to Question 3......................................................................................................................6
Answer to Question 4......................................................................................................................9
References......................................................................................................................................12

2ORGANIZATIONAL CULTURE
Answer to Question 1
Organizational culture can be described as the beliefs, assumptions and values that exist
in an organization which contributes to the psychological environment of an organization. It
includes the experiences, philosophy and expectations of the top management that is passed
down to the junior management. These passed down components tends to guide the behavior of
the different members who are present in the given organization1. The given behaviour is often
reflected by the image of the self, inner workings, interactions with the outside world and the
future expectations of the firm. These rules have developed over time and are considered valid
among the different team members.
The norms of the organization which comprises of its vision, mission and objectives are
also considered to be a part of the organizational culture. It represents the assumptions and habits
of the key founders.
The given definitions state down the different definitions of organizational culture and
basically stresses upon the way things are carried out in the workplace, other definitions may
also constitute of the employee behavioral components and the influence of culture.
1 Amazonaws.com(2018) S3.amazonaws.com
https://s3.amazonaws.com/academia.edu.documents/39961909/Organizational_Culture_and_Innovation_
-_Meta_Analysis.pdf?
AWSAccessKeyId=AKIAIWOWYYGZ2Y53UL3A&Expires=1524758743&Signature=IlXeBp
%2F1RiXKlUcM25k6Xx5IQFQ%3D&response-content-disposition=inline%3B%20filename
%3DOrganizational_Culture_and_Innovation_A.pdf

3ORGANIZATIONAL CULTURE
The organizational culture is communicated to the different employees by the leaders of
the organization. Leadership guidance is necessary to inculcate culture in an organization. Very
often culture and organizational behavior were considered to be essential components of one
another, which stressed upon the fact that organizational culture is an essential factor for the
success of an organization2.
Organizational culture was taken to be an essential component of the success of an
organization and a deep relationship was found to exist between the culture of an organization
and the behaviour of the firm. It is belied that the kind of culture that exists in an organization
tends to have a huge impact on the behavior of the different members. This is because it is stated
that the behavior of the members of an organization is greatly influenced by the behaviour of the
senior management and the concepts that they pass down. The higher authorities are bestowed
with the responsibility of encouraging the behavior of the employees. Given are certain ways in
which organizational culture and organizational behavior tend to have an effect on one another.
The social focus or the task focus conflict often exists whereby a company has to decide
whether they are required to improve relationships or finished the tasks assigned. Another
conflicts exists whereby the organization follows the task view of the team view. The third
conflict relates to whether the company needs to cost control or to satisfy the customers. It is also
a determinant of the power distance relationship between the organization. It is reflected by how
a CEO carries himself out or not.
2 semanticscholar.org(2018) semanticscholar.org
https://pdfs.semanticscholar.org/cd93/a5d7794ba9a73d78430e986db1271c814c07.pdf