Organizational Culture

Running head: ORGANIZATIONAL CULTURE
Organizational culture
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ORGANIZATIONAL CULTURE
Introduction
Organizational culture is an important part for the success of all organizations as it matches
individuals to organizations. Employees have to match with the culture that has been existing
in the organization for the achievement of organizational objectives. According to research
conducted by Schein (2010) shows that organizational culture refers to the organization’s
personality in the field of organizational studies and management which describes the values,
norms, beliefs, assumptions, experiences, attitudes and psychology between the personal and
organizational cultural values. Being aware of the culture of an organization at all
management levels is significant as it enables employees to understand how to conduct
themselves in the organization. Therefore, the objective of the paper is to describe the
different types of cultures prevalent in organizations.
Analysis
To a large extent, an organization’s work culture is determined by the formal components of
the culture of the organization. Research conducted by Huczynski and Buchanan (2010)
indicates that in the formal or informal culture, regulations, rules, accountability,
responsibilities and roles are all part of an organization’s culture. The aspects set up the
organization’s expectations on employees and indicates the consequences of not meeting the
expectations. On the other hand, informal organizational culture is characterized by
assumptions, beliefs, specific and non-specific manifestation of shared values that are either
tangible or intangible. Informal organizational culture consists of values that are highlighted
in most organizational cultures including stories, rites, ceremonies, symbols and artefacts.
The process culture is mostly prevalent in companies which lack feedback and is generally
not regarded a good culture. In the Process culture, employees are completely obsessed with
the process of doing things thus resulting to a loss of focus on the organization’s objectives

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ORGANIZATIONAL CULTURE
and goals. In their research, Zheng, Yang and McLean (2010) found out that the process
culture is overly cautious and obsessed to following the law rather than opposing the law
hence being a synonym for bureaucracy. However, the process culture bears consistent results
that make it good for organizations serving in the public sector.
The macho/tough-guy organizational culture is characterized by high rewards and quick
feedback. The speed in which activities are conducted may be exhausting at times although
the reward for the actions is experienced really fast. From an organizational viewpoint, the
macho/tough-guy organizational culture is often associated with quick financial activities
such as brokerage and currency trading. The culture can be effectively applied on a specific
athlete in a sports team or in organizations such as the police force. However, the
macho/tough-guy organizational culture can be stressful and therefore requires positive
mentality to succeed and thrive.
The hierarchy or control culture is formal and highly structured, involving procedures and
rules that govern the behavior of employees. Leaders strive to be good organizers and
coordinators who are focused on the achievement of organizational efficiency to maintain a
smooth flow of activities. In their research on “Innovation or imitation? The role of
organizational culture” Naranjo-Valencia, Jiménez-Jiménez and Sanz-Valle (2011) believe
that formal policies hold the group together in the hierarchy organizational culture while
efficiency of operations, performance and stability are the organization’s long-term goals.
Success is reflected by smooth scheduling of activities, low costs, dependable delivery,
predictability and security.
Acar, Kıyak and Sine (2014) believe that collaborate/clan organizational culture is a
friendly and open place for teamwork and offers a platform on which employees are able to
share a lot about themselves. The type of culture is likened to an extended family whereby
the leaders are considered as parental figures and mentors. In the collaborate culture, sense of