Evaluating Corporate Culture: An Organizational Behavior Perspective

This essay addresses the debate of whether corporate culture is an overused phrase, arguing that it is essential for organizational success. The report highlights that corporate culture encompasses an organization's values, interactions, and vision, influencing employee engagement, innovation, and overall performance. It emphasizes the importance of aligning corporate goals with employee behavior and thinking, fostering a positive and collaborative environment. The essay concludes that a strong corporate culture attracts potential employees, enhances employee retention, and drives organizational performance, making it a critical aspect of any organization's strategy.

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Organizational Behavior
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Introduction
Corporate culture elaborates the behaviors as well as the beliefs that determine the
manner in which an organization’s employees and the management interact when handling
outside business transactions. Corporate culture is among the many factors that affect the ability
of an organization to engage its staffs and customers, innovate, as well as compete. An
organization’s culture is reflected in the office setup, client satisfaction, dress code, hiring
decisions, employee benefits, and treatment of clients, turnover, business hours, and other
aspects of operations. This report seeks to elaborate why corporate culture is not an overused
phrase.
Corporate culture is not an overused phrase. It is essential for an organization to own the
phrase which they want their customers to associate with their business. A corporate culture
amalgamates an organization’s values, interaction, and vision, daily aspects of communication,
mission, and the goals which set the atmosphere that determines how people work (Guiso,
Sapienza and Zingales, 2015, pp338). Corporate culture should be of concern to every
organization since it enhances innovation, employee retention and development, and
performance. The human brain is built to mimic, and as such, it conforms subconsciously to the
actions and the energy of those around an individual, thus resulting in positive corporate culture.
For instance, if an employee is motivated and committed, mimicry then is observed to develop a
positive culture (Guiso, Sapienza and Zingales, 2015, pp.64). It is thus important that leaders
understand and have their employees’ behavioral and thinking tendencies and how the outward
behavior is manifested by the mental energy. The leaders should also relate the corporate goals in
a manner which facilitates the staff in identifying and internalizing these goals.

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Corporate culture is an ongoing system of checks and balances that is to be reinforced in
every life cycle of the employee and organizational life cycle. Potential employees in an
organization are likely to be attracted by a strong corporate culture (Ramdhani, Ramdhani and
Ainissyifa, 2017, pp.827). For example, this is evident in the thousands of applications that are
received by Google and Facebook whenever there is an open position. However, job fit, as well
as motivation, must match a desire to integrate into the culture. Staffs that are unmotivated are
likely to breed a negative culture with those around them, which can disintegrate very quickly
(Meding, et al., 2013, pp.37). As a result, identifying what drives every employee and matching
this with behavioral preferences, thinking, and work is a more holistic approach in hiring,
training, as well as retaining staffs who make up an organization and its culture. Thus, corporate
culture cannot be an overused phrase but it is essential for any organization to achieve its goals.
Conclusion
Corporate culture is an important aspect of an organization and cannot be considered to
be an overused phrase. For an organization to achieve goals, it must adopt its corporate culture
whereby the leaders support a diverse thinking and a shared knowledge base that will help in
creating a true sense of collaborative cohesion in the settings of an organization, thus propelling
culture forward positively.

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Bibliography
Guiso, L., Sapienza, P. and Zingales, L., 2015. Corporate culture, societal culture, and
institutions. American Economic Review, 105(5), pp.336-339.
Guiso, L., Sapienza, P. and Zingales, L., 2015. The value of corporate culture. Journal of
Financial Economics, 117(1), pp.60-76.
Ramdhani, A., Ramdhani, M.A. and Ainissyifa, H., 2017. Conceptual Framework of
Corporate Culture Influenced on Employees Commitment to Organization. International
Business Management, 11(3), pp.826-830.
von Meding, J., McAllister, K., Oyedele, L. and Kelly, K., 2013. A framework for
stakeholder management and corporate culture. Built Environment Project and Asset
Management, 3(1), pp.24-41.