Analysis: Negative Organisational Culture Impact on Firm Productivity

This essay examines the detrimental effects of a negative organisational culture on a firm's productivity. The paper argues that a toxic culture, characterized by inappropriate attitudes, beliefs, and dissatisfied employees, leads to reduced profitability and demotivated staff. It highlights how poor policies, lack of direction, and unethical practices contribute to decreased employee engagement, carelessness, and a lack of professionalism. The essay references research to support its claims, concluding that negative organisational culture significantly impacts the mindset of employees and promotes casual, unethical, and disorganised practices, ultimately hindering productivity and organizational success. The essay uses the research by Gambi et al. (2015) to support the argument.

Running head: ORGANISATIONAL CULTURE

2ORGANISATIONAL BEHAVIOUR
Organisational culture of a firm will either help or hurt the productivity by means of
creating an environment, which promotes good work ethics. Along with right organisational
culture, a business could outperform their competition. This paper shall elaborate on
presenting a stance on the point that negative organisational culture impacts negatively on the
firm productivity.
When culture of an organisation degenerates to the point, it becomes toxic and toxic
organisational culture further results in the development of inappropriate attitudes, beliefs and
group of dissatisfied employees. As per Gambi et al. (2015), inappropriate belief, attitudes
and dissatisfied employees impacts negatively and reduce the profitability of the
organization. Furthermore, it is also to mention that when organisational culture becomes
toxic (negative), it negatively impact the organisational productivity. Employees often feel
demotivated and less related with their organisation. As opined by Sriekaningsih and Setyadi
(2015), poor policies and their ineffective strategy implementation leads negative outcomes
and these further can result in reduction of the organisation for gaining competitive
advantage.
It is to note that poor company culture often seems to be highly casual, unethical and
disorganised in its practices and values (Pakdil & Leonard, 2015). One of the chief reasons
for which majority of the employees seem to be unhappy in their respective jobs is that or
poor company culture. A poor organisational culture is the one that lacks in direction. This
shortage of leadership in getting the work done further allows in the development of
neglectful attitudes among the employees to propagate (Kaliannan & Adjovn, 2015). The
employees in an organisational culture where there is very little expectations are likely to
look for short cuts and procrastinate while executing their task. The motivation that is
required among them to pay attention to the detail is absent. This further demonstrates a very
poor production and performance, which links back to the culture of the organisation.

3ORGANISATIONAL BEHAVIOUR
Moreover, as claimed by Sriekaningsih and Setyadi (2015), working in a negative
organisational culture promoted a careless behaviour among the employees. Often it is seen
that there is lack of proper ethics, which discourages workers from paying careful attention to
the customer service and duties. The organisational atmosphere become highly casual, to the
point where the careless behaviours like dressing in improper manner, using profanity and
expressing thoughtlessness among the interactions in clients pervade. In this way, in such a
workplace environment, the level of professionalism among the employees suffers to a large
extent (Deshpande & Webster, 2015). It is to mention that businesses are based on their
employees who allow them to expand and make profits. Within negative culture, the
employees are very unlikely to perform at the utmost levels.
Hence, from the above analysis it is to conclude that negative organisational culture
does have a negative impact on the organisational productivity. It influence the mind-set of
the employees negatively and promotes casual, unethical and disorganised practices and
values within organisations. Furthermore, it also makes employees feel demotivated and less
related with their organisation.

4ORGANISATIONAL BEHAVIOUR
References:
Deshpande, R., & Webster Jr, F. E. (2015). Organizational culture and marketing: defining
the research agenda. Journal of marketing, 53(1), 3-15.
Gambi, L. D. N., Boer, H., Gerolamo, M. C., Jørgensen, F., & Carpinetti, L. C. R. (2015).
The relationship between organizational culture and quality techniques, and its impact
on operational performance. International Journal of Operations & Production
Management, 35(10), 1460-1484.
Kaliannan, M., & Adjovu, S. N. (2015). Effective employee engagement and organizational
success: a case study. Procedia-Social and Behavioral Sciences, 172(5), 161-168.
Pakdil, F., & Leonard, K. M. (2015). The effect of organizational culture on implementing or
sustaining lean processes and on organization performance. Journal of Manufacturing
Technology Management, 26(5), 725-743.
Sriekaningsih, A., & Setyadi, D. (2015). The Effect of Competence and Motivation and
Cultural Organization towards Organizational Commitment and Performance of
organization in East Kalimantan Indonesia. European Journal of Business and
Management, 7(17), 208-220.