Analyzing the Impact of Culture and Values on Organizational Behavior

This essay delves into the significant impact of organizational culture and values on employee behavior and overall performance. It defines culture as the shared beliefs, assumptions, and values that govern a company's activities, highlighting its influence on teamwork, innovation, and market identity. The essay emphasizes the interplay between individual values, organizational values, and cultural norms, explaining how these elements shape ethical implications and organizational goals. It also explores how culture and values are interlinked and interdependent, influencing managerial decisions and organizational beliefs. Furthermore, the essay discusses the influence of culture on employee motivation, the importance of adapting to change, and the role of reward management. It also outlines Hofstede's five dimensions of culture: individualism vs. collectivism, masculinity vs. femininity, uncertainty avoidance, long-term vs. short-term orientation, and power distance, all of which affect organizational practices and employee behavior.

Running Head: Organizational Behavior
Organizational Behavior

Organizational Behavior 1
Impact of culture and values on organizational behavior
Culture refers to the behavioral norms created by the society. A person is highly influenced by
the culture in which they live. Culture in an organization refers to the shares the beliefs,
assumptions and values that how the company will govern its activities in the organization. The
organization culture provides set of standards and boundaries which helps the company to stick
to their goals along with exploring their capabilities as well. A good organizational culture
includes emphasis on teamwork, results, initiation of innovation etc. In the culture, values and
behavior of internal process makes it more unique and identified in the target market. The culture
helps the organization in process of civilization and systematic workflow in organization. “The
essay explains about the impact of value and culture on the activities of the organization;
resulting it to initiate efficiency and positive growth in the market. The culture of the
organization is also driven by various dimensions which are explained below:”
Value refers to an individual’s perception towards a particular thing. Values under an individual
include attributes like, freedom, pleasure, honesty, obedience etc. It refers to the ethics of
treating actions etc. In terms of marketing value refers to the difference between customers’
perception towards benefits attainted and the cost of the product. The report states the relation
between culture and values; along with the consequence of different value system in different
cultures which affect the organizational behavior (Zheng, Yang, & McLean, 2010).
Now a day’s businesses have adapted interest in the culture and values of business process. In
terms of business culture refers to the adaptions and attributes which differentiate two groups
from each other. In another terms culture is also explained as the principles inherited by the firm
to execute its business in day to day activities. This forms a behavior resulting to culture of the

Organizational Behavior 2
organization. Perhaps it can be said that culture includes repetitive behavior of organization or
individual. Further behavior is driven by three forces which are:
Human Nature: Nature is inherited in a person and shared by all the human cultures universally.
Also nature of a person depends upon the surroundings in which they exist.
Culture: culture is a process which is collectively programmed by all the natural and artificial
resources. Culture is learned, understood and then adapted within time.
Personality: it refers to the component which is an additional set of unique features present in the
being which is not shared or similar to anybody else. Personality is partly inherited and partially
taught (Guest, 2011).
The above three factors explain the factors present in the behavior of the organization, but the
organizational behavior is a wide concept depending upon various dimension. In terms of an
organization corporates values are the values which are inherited in an organization which also
represents the culture of the organization. Values in an organization help the company in setting
up goal and aligning to the objectives of the organization. The core value of an organization
helps the company to stay in focus and initiate activities concerning the organizational behavior.
Both culture and values are the ethical implication of rules in an organization which are
interlinked. The basic relationship between culture ad values of an organization is that culture is
environment of the society under which the companies sustain. Also culture is the ongoing
process prevailing in the environment. And in relation to culture, values refer to the morale of the
organization on the basis of which they will hold their business activity.. Some of the values
which a company shall have in a good culture are integrity, customer focus, confidentiality,
qualitative efficiency etc.

Organizational Behavior 3
A company will adapt such efficiencies only when the culture in which the organization is
prevailing includes aforementioned features. So it can be said that the behavior and the values
which an organization are inherited from the culture only. Also if an organization changes its
values and belief then subsequently either that organization will part of another culture or that
behavioral change will slowly become a part of the culture as well. The management of the
organization is highly influenced by the organizational behavior and responses. Thus it shall be
noted that the organizational behavior shall be positive towards adapting managerial changes.
Organizations prevailing in a same culture have almost same organizational beliefs and values.
Culture needs to shift with time in order to maintain and make sure that the interests of the
customers are aligned. Success of a business also depends upon the type of culture under which
the company exits. Like, there is a culture which evolves slowly then the growth of the company
will also take time to grow. Similar, if there is cut throat competition in the culture then the
companies need to upgrade their values in such a way so as to survive in the business
environment. Thus it can be said culture and values both are interlinked and interdependent
process (Linnenluecke, & Griffiths, 2010).
The culture and values influence the organizational behavior and activities as well. Basically the
type of work which the business is going to conduct depends upon the values and standards
created by business only. Performance of an organization refers to the degree of achievement of
mission of the organization. Efficient performance of the organization does not mean that the
organization is working efficiently instead there can be some issue in the organizational culture
and environment as well. The culture of the organization has also an emphasis on the
performance of the organization. It shows that strong culture influences the employees of the
company to work better and obtain the values defined by the organization. Also culture works as

Organizational Behavior 4
a social factor which is highly responsible to influence and change the behavior of employees in
the organization. Also the organizational culture helps the firms to help the employees to become
a part of the organization and initiate effectiveness in the organization, further the employees
helps the company to attract new trainees and retain the efficient staff (Mills, & Smith, 2011).
The organizational culture also helps the employees to understand the events, objects in a better
way which contributes to the behavior as well. The culture enhances the performance of the
organization. Keeping all the other factors constant, the culture is one of the major factors
affecting the growth of the organization in the market. Also it provides sustainable aggressive
advantage to the organization. When an employee joins the organization, the first thing through
which they are influenced and motivated is the culture and behavioral aspect of the organization.
The new joiners initiate to adopt the culture prevailing in the organization. If the culture is
supportive to the caliber of the employee, the company will work well in the business
environment. But if the culture contradicts with the behavior of the organization, then the growth
of the company might take a downward turn. The culture of the organization also helps the
company in motivating the organization towards achieving the goal defined to them. It totally
depends upon the discretion of the culture on the basis of which the behavior of the organization
is affected; resulting to which the values and objectives of the organization are achieved.
The organizational culture shall be flexible and adaptable to change. Through this the company
will become more efficient and responsive to change in the market. The change management of
the organization will become more effective due to which the organization focus better on the
satisfaction of the customers. Greater satisfaction of employee will lead the company to gain
competitive advantage in the business environment. The culture of the organization also decide
the reward management of the company, it is a major aspect which decides the satisfaction level

Organizational Behavior 5
of the employees of the organization. Further the culture of the organization is explained by
Hofstede by defined five major dimensions which affect the organizational practices and
behavior. The cultures are explained as follows:
Individualism versus collectivism: individualism refers to the degree to which employees prefer
to act separately rather than working as a group of members. Whereas collectivism refers to the
process under which people wish to hold activities collectively in groups.
Masculinity versus femininity: masculinity refs to degree of roles which are defined for the
males of the society. High degree of masculinity shows that the culture has separate roles for
both the male and female in the society. Whereas femininity refers to the degree under which the
roles are defined in such a way that there is no gender difference among people (Beugelsdijk,
Kostova, & Roth, 2017).
Uncertainty avoidance: it refers to the degree of culture under which there is better structured
situations to analyze uncertainty. High degree under this parameter refers to the organization
incompetence to take risk and manage uncertainty with the help of rules. Long term and short
term orientation: in short term orientation, people accept the changes where as in long term
organization look for future and value thrift.
Power distance: it refers to the degree which depends upon the distribution of power in an
organization.
Thus, concluding the above statement it can be said that the organizational culture largely
influence the behavior and performance of the organization. The culture is a variable factor
depending upon various other aspects. The culture helps the organization in initiating the

Organizational Behavior 6
objective of the organization. Hence, the values and behavior of the organization and its
employees depends upon the culture in which they survive.

Organizational Behavior 7
References
Beugelsdijk, S., Kostova, T., & Roth, K. (2017). An overview of Hofstede-inspired country-level
culture research in international business since 2006. Journal of International Business
Studies, 48(1), 30-47.
Guest, D. E. (2011). Human resource management and performance: still searching for some
answers. Human resource management journal, 21(1), 3-13.
Linnenluecke, M. K., & Griffiths, A. (2010). Corporate sustainability and organizational culture.
Journal of world business, 45(4), 357-366.
Mills, A. M., & Smith, T. A. (2011). Knowledge management and organizational performance: a
decomposed view. Journal of knowledge management, 15(1), 156-171.
Zheng, W., Yang, B., & McLean, G. N. (2010). Linking organizational culture, structure,
strategy, and organizational effectiveness: Mediating role of knowledge management.
Journal of Business research, 63(7), 763-771.