Essay on Organizational Behavior and Culture, Semester II

This essay examines organizational behavior, focusing on the impact of organizational culture and diversity within a company. It begins by defining organizational culture as the shared values, beliefs, and experiences that influence employee behavior. The essay then delves into the influence of diversity, encompassing demographic factors, on organizational culture and employee engagement. It explores how organizational culture shapes individual capabilities, emphasizing the importance of adapting to the external environment and learning from mistakes. The essay also discusses strategies for managing cultural diversity, encouraging collaboration and viewing differences as opportunities for growth. Furthermore, it addresses the role of organizational rituals and sagas in fostering a healthy culture, alongside the development of a strong culture for competitive advantage. The essay concludes by highlighting the importance of considering individual values and the need for effective communication to build a successful organization. The essay also provides a detailed analysis of the relationship between organizational culture and diversity, and how they influence employee behavior, engagement, and overall organizational success.

Running head: ORGANISATIONAL BEHAVIOUR
Organizational behaviour
Name of the student
Name of the university
Author’s note

1ORGANISATIONAL BEHAVIOUR
Introduction
Organizational culture means the way people of organizations think and behave. It shows
their experience, values, and philosophy that influences their behavior in the organization. The
difference in organizational culture in a different organization determines and defines the image
of an organization with the help of the image of its people.
Discussion
It can be said that the organizational culture is a set of commonly used assumptions that
helps an organization in defining the behavior of its in different kinds of situation. Culture is the
most powerful tool that increases morale and helps in improving the engagement and interaction
among individuals. Thus, it can be said that the presence of diversity in the organizational
workforce influences the engagement and interactions among people and thus impacts the
organizational culture (Adams, 2017). The diversity in an organization can be referred to as the
existence of multiple demographic features, races, regional factors, national orientation, physical
differences, age differences. These are the differences between individuals and takes a wider
form and affect the whole organizational culture. In the recent world, organizational culture is
generally influenced by diversity. The presence of different level diversity helps to determine
how much it is affecting the organizational culture (Laforet, 2016).
How organizational culture can influence individual capabilities
The organizational culture should be developed in such a way that people present in the
organization learn how to deal with the external environment. The impacts of the external
environment on the organization's performance can be positive or negative. It the internal people
who react to this in a certain way and deal with it. The better the people will face the failure, the
more capable they are to attain success in the next attempt. The culture of the organization

2ORGANISATIONAL BEHAVIOUR
should be designed in such a way that people will evaluate their mistakes and attain success in
achieving the goals by better performance (Ivolga and Booth, 2019).
How should the difference in diversity and culture be dealt with?
The presence of diversity means the presence of different thoughts, ideas, and perceptions
among the employees. Their views concerning the various opportunities and threats may differ.
Any organization can attain the optimum and real growth when employees having various
diversity and culture learn how to work together towards achieving the one target. Different
ways and methods should be used to encourage employees to see diversity as an opportunity to
learn more with other's knowledge and face different threats into opportunities by working
together. The culture of the organization should be created in such a way that employees are
encouraged to deal with external threats and uses them as opportunities. Moreover, the
employees should learn how to maintain a healthy working environment by encouraging and
motivating co-workers. The stronger the relations of unity among the employees, the strong is
the identity of the organization in the external environment (Ivolga and Booth, 2019).
Whenever employees join any organization, the kind of job training and the orientation
they are provided on the first few days are generally the summaries of the culture of an
organization. People should learn the rules and regulations of the organization that will help in
establishing the connection and good relations with other employees. The orientation helps to
learn the culture and thus gives a motivation to new employees to mix with other employees of
this new culture. When an employee is working in a specific team, taskforce, or any particular
project group, he should learn the subculture of the team (Matkó & Takács, 2017). The
subcultures of various teams within an organization are unique in nature but collectively they
aim to achieve the organization goal. On the other hand when the culture of one group disagrees

3ORGANISATIONAL BEHAVIOUR
with the values of another group, it gives rise to counter culture. Counterculture can pose a threat
to the organization by opposing the values of the dominant or mainstream culture. There are
some layers of culture which are, observable culture, shared values, and common cultural
assumptions. Three layers define collective experiences of members, dominant shared values
which are understood as important, and lastly the assumptions of the members that they take as
truth while working in the collective culture. These aspects of culture are inseparable from the
total organizational culture (Corfield and Paton, 2016).
Are sagas and rites always help in developing a healthy organizational culture?
Organizations use rites and rituals, sagas and symbols to develop a healthy organizational
culture. The use of signs, stories of victories attained by organizational culture, artifacts of
culture, which are considered as rituals is important for making the new members of the
organization adaptable in the organizational culture. The role of organization increases when
they tell these sagas and rites to the new members because they must be actually experiencing it
while working in the real culture. If they are not experiencing the same, it creates a disconnection
between individual value and group value (Odor, 2018).
The strong culture of an organization can create a competitive advantage for the
organization. The development of a common identity, the complete sense of organizational
expectation from each employee, belief on one-other efforts that those are meant for
organizational success can help in creating a collective and strong culture within an organization.
A strong culture within an organization can bring the important changes that an organization
needs for dealing with the external business environment (Yogamalar & Samuel, 2016).

4ORGANISATIONAL BEHAVIOUR
Conclusion
There are different approaches to develop a strong culture, but sadly organizations fail to
achieve it because individual values are not considered as important by them, and the
management tries to make the culture exclusive of individual values. The management should
work on creating common assumptions that can help the organization to develop new products or
services with the collective efforts of all the individual workers. Therefore, an organization
should follow some of the steps to develop a strong and successful organization. The primary
goal of the business should be understood by all. The communication should be more effective
by increasing the clarity in organizational values. The presence of diversity is an important
aspect of an organization. The diversity should be accepted and embraced by everyone who is a
part of the culture.

5ORGANISATIONAL BEHAVIOUR
References
Adams, C. M. (2017). Assessing'readiness for change'in organisational culture: a descriptive
study using a sequential explanatory mixed method design (Doctoral dissertation).
Corfield, A. and Paton, R., 2016. Investigating knowledge management: can KM really change
organisational culture?. Journal of Knowledge Management, 20(1), pp.88-103.
Ivolga, M. and Booth, S., 2019. Beyond the figures of organisational culture surveys.
Laforet, S. (2016). Effects of organisational culture on organisational innovation performance in
family firms. Journal of Small Business and Enterprise Development.
Matkó, A., & Takács, T. (2017). Examination of the relationship between organizational culture
and performance. International Review of Applied Sciences and Engineering, 8(1), 99-
105.
Odor, H.O., 2018. Organisational culture and dynamics. Global Journal of Management and
Business Research.
O'Neill, J. W., Beauvais, L. L., & Scholl, R. W. (2016). The use of organizational culture and
structure to guide strategic behavior: An information processing perspective. Journal of
Behavioral and Applied Management, 2(2), 816.
Yogamalar, I., & Samuel, A. A. (2016). Shared values and organizational citizenship behavior of
generational cohorts: A review and future directions. Management: journal of
contemporary management issues, 21(2), 249-271.

6ORGANISATIONAL BEHAVIOUR