Organizational Culture's Impact on Productivity: A Case Study (PA-321)

This essay, submitted to Comilla University's Department of Public Administration (PA-321), investigates the crucial link between organizational culture and employee productivity. The introduction establishes culture as a reflection of a social institution, emphasizing its impact on employee behavior, expectations, and interactions. The essay delves into the types of organizational culture, including clan, adhocracy, hierarchy, and market cultures, and analyzes their respective influences on productivity. The core argument highlights how a supportive organizational culture fuels performance, innovation, and employee engagement, while a misaligned culture can be detrimental. The author also explores the variety of cultures within organizations, emphasizing the need for flexibility and adaptability. The essay concludes by examining the processes of creating and sustaining a culture, stressing the role of leadership, management commitment, and adaptability to change in fostering a productive and cohesive work environment. The paper also includes references to support the arguments made.

Assignment on: Do you think same culture is important in an
organization to increase productivity? How would you take
initiative to create and sustain an organization’s culture?
Course Title: Organizational Behavior (PA- 321)
Submitted to:
Dr. Mohammad Razaul Karim
Associate Professor
Dept. of Public Administration
Comilla University.
Submitted by
Nawshin Saiyara
ID no. 11803048
Session: 2017-18
Comilla University
Date of Submission: 26/12/2021

Table of Contents
1. Introduction:.......................................................................................2
2. Culture:................................................................................................2
2.1Types of organizational Culture:.......................................................3
3. Organizational culture and productivity:.........................................4
3.1 Variety of culture in organization:...................................................5
4. Create and sustain a culture:.............................................................6
4.1 Sustaining a culture:.........................................................................6
5. Conclusion...........................................................................................8
6. Reference:............................................................................................8

1. Introduction:
Culture is the mirror of a social institution. Organizational culture follows the trend like, “the
way things are done around here”. More elaborately it includes an an organization’s overall
situation relating employee’s expectations, experiences, philosophy, as well as the established
norms which shaped their behavior, and is presented employee’s self-image, inner workings,
interactions with the outside world in a unique way. Culture of an organization beholds the total
situation which expresses the shared norms, values, vision, language, assumption, habit etc.
Organizational culture affects the way people and groups interact within themselves. It also gives
an unique identity of a employee while providing service to an organization.
Culture and productivity of employee in organization is interrelated. The link between culture
and performance resulted towards greater productivity (UKEssays,2018) . The top management’s
working structure is absolutely depends upon the traditional culture of an organization. It creates
a stable workforce in the organization. The prevailing norms and values enable effective and
efficient management. The common path for making perfect use of resources in same cultural
association helps in positive development of organization. On basis of particular conditions
organizational culture is helpful in improving and providing competitive edge. A cultured a
organization requires better service commitment, which directed towards employee integration
and productivity.
2. Culture:
Organizational culture is a tangible personality, which cannot be controlled or shaped, only
expressed by the employee characteristics and behavior towards the company. The norms and
values, ideals shaped the work activity of the employees. The internal norms of any organization
directs the way of how employees perform and serve customers, how they co-operate with each other,
whether they feel motivated to meet goals, and if they are sincerely into the company's overall mission.
These collective senses build the base of culture of an organization. Besides, Organizational culture, the
employee experience, is a steady setting for every organization’s daily operations
Culture is a prior set up, the employees had to mould their nature of their job performance according to it.
According to (Weiner & Vardi, 1990), Culture of an organization is considered as a whole system of
shared values which produces normative pressures on employees. Therefore, it is a unique influence on
individuals' motivation is to enhance members' commitment, which acts jointly with instrumental
motivation to influence individuals' behavior.
In the writing of (Weiner,2018), the culture described with four filter. Firstly, culture is a unique
ideology. Every organization holds different ways of expressing behavior within organization; it
represents an organization’s individuality. Secondly, culture issues a whole guideline of an employee, to
show his potentiality in the working condition. Thirdly, culture can be evolved or changed with times

and situations. As it is acceptable I the condition of particular adjustment rate of the employees.
Fourthly, some organizations can raise their internal cultures to become part of their external identity and
set themselves apart. The internal cultures distinguish the power and leadership authority. These four
qualities help us round out the definition of organizational culture. (Weiner, 2018). Organization culture
demonstrate a numerous positive attribute over the performance of the employees within organization
2.1Types of organizational Culture:
There are four types of organizational culture. Clan, Adhocracy, Hierarchy, and Market. They
range from internal to external when it comes to integrations and focus(Ayah,2018).
 Clan
Clan refers as doing a task in a cooperative form, more simply, doing a work together. In this
clan based culture, employees feels as a family and a leader act like a father figure. Employees
show their high potentiality and loyalty as they feel engaged with the system.
 Adhocacy
According to (BusinessTerms,2018), adhocacy is the culture ofchoosing the work as priority
basis. The visionary leadership of the leader shows the way of by which employees are motivate
to choose a right way to accomplish the task.. They promote freedom and initiative from the
employees as having new products or services defines the success of this company. The values to
success in this culture are change, agility, transformation, and innovative outputs.
 Hierarchy
The culture of hierarchy is best seen in military based organization. The power and
responsibilities of its employees based on rank(BusinessTerms,2018). The range of control and
responsibilities are quantified by the rank. Seniority is well maintained from top to bottom.
 Market
In this culture the business activity choose to become more conscious about the output and
productivity of the service. The aim of the company activity turned as the getting the jobs done
by any means. Employess hold a high expectation which drives the goal towards the high
ranging sales, profits, market penetration, stock value, as they reflect the performance of the
company.

Source: (Ayah, 2018).
3. Organizational culture and productivity:
Organizational culture provides a system that supports strategic and operational goals can fuel
performance. It supports innovation and employee integrative behavior within the company.
Every organization does manage its activities for accomplishing task which can bear the better
reputation of the company. For this purpose the organization prepare a prior guideline which in
later granted as the culture. The employees are bound to follow the culture in order to get evolve
with the organization. After a particular period the employees get used to the situation e.g. the
culture, they fetch a certain result. If the culture felt adoptable for employees, they will show it
by their positive job performance which indicates the more productive form. Or if the employees
don’t accept the culture, they will consequently show their demotivated working structure,
which will take them in a unproductive state. According to the (Weakliem & Frenkel,2016) a
culture consisting a stronger organizational commitment, higher morale can provide more
efficient performance and generally leads to higher productivity.
An organizational culture and the quality management stand side by side. Organizational culture
has received ample attention as an important factor predicting organizational effectiveness by
inducing employees to behave effectively. Culture constitutes the particular climate, which
regulate the conduct rules. If a organization doesn’t recommend a comfortable climate, there will
be ample scope for miscommunication and disfunctional conflict. In the writing of
(Kelepile,2015) it has been stated that, employees most show their potentiality in achievement
and support type culture. An organization’s culture encompasses everything it does and
everything it makes. It is not merely affects the manner in which managers’ attitude and

employees conducts, but also it affects the way in which the organization processes its product
and provides services to its customers. (Kelepile,2015). A system that supports strategic and
operational goals can fuel performance and ignite innovation and differentiation. If the culture
opposes the organization’s strategy, the outcome can be disastrous. The nature and ability of the
culture can play a role for continuing to manipulate performance of the organization. Managers
and leaders are recommended to develop the strong and suitable culture in the organization to
improve the overall performance of the employees and organization. Organization can hold a
specific culture but it is more important to know the productive culture for the organization,
which requires the best productivity, happiness, and engagement. Employees who are happier
and more satisfied at work are more productive and more engaged in the mission of the
organization. Culture is a key factor not only in achieving organizational goals, but in attracting
and keeping desirable employees, creating a positive public image, and building respectful
relationships with stakeholders.
3.1 Variety of culture in organization:
As we came to know that organizational culture has a sophisticated relation with employee
productivity and company benefit, but somewhere it is more important to know about the variety
of culture or what type of culture is more appropriate for the culture. In the topic of culture,
culture provides thoughts about the organizational betterment, in the contrary, culture have some
negative terms too. The cultural difference happens on the basis of leadership (Uddin et. al.,
2013). The market competition triggers the leader authority, which ultimately turned out in the
form of culture. The condition and situation of an organization does not seen in the same
position. The contingency of the situation is the best requirement for this. According to situation
need, leader’s mentality and working direction changed, this also gives impact on the
organizational climate. In the crisis, if the culture of an organization does not show versatility
and flexibility it will hamper the positive outcome. Leader’s motivation is one of the major card
to play the potentiality of the employees. There are some triggering factors which also create
difference of culture. Culture expressed by the company requirement.
The satisfaction and attitudes of the employees are important factors in determining their
behaviors and responses at work and through these behaviors and responses. Loyalty,
commitment gives a bonding facility within the organization which in later, helps to grow a
sense a co operation and unity. Creativity and innovation also trigger the organizational climate
which constitutes the culture. This side of culture is to know the capability of facing threats,
managing new opportunity. The four types of culture such as clan, adhocracy, hierarchy, market.
These varieties of culture also minimize the employee hangover and monotony. The best way for
an employer to encourage a higher level of productivity is to add diversity in the organization. If
there is a same culture in an organization, although it gives a sense of stable situation but in does

not show that much productivity in the long run. The employee performance will be found in a
decreasing rate, because of their incapability to facing the new threats, the influence of
contingency will be absent in the culture. The sudden change of market will affect the employee
behavior and their relation. So variety of culture in needed, but there will be enough caution
relating to the over flexibility of the culture, because, this will lead towards disfunctional
conflict.
4. Create and sustain a culture:
Organizational performance evaluation is one the major actors behind shaping company culture.
The activity as well as the performance is depends on the leadership . so finally, we can see the
influence of leaders in creating culture of an organization. Usually the leader is the founder of
the organization. Founder’s morality and authority to get the job done. (Almomen, 2016). The
commitment of the top management in an organization will largely determine the extent to which
the culture will thrive and remain sustainable over long periods. The top management have to be
responsible in living by the established cultures. Besides, a culture in an organization will be
sustained for long if it leads to a successful classical management and the organization records
good performance. (Almomen, 2016). A particular culture will be revised in this does not
capable to keep maintain the service providing to the stakeholders. That’s why a culture is
required to hold its flexibility of adopting change. Again, culture is all about the unique
identification of employees of a certain organization. That can be expressed by means of unity
among groups, teams and groups as well. as result, a culture of unity and inter dependency is
created among employees). The whole situation proves that, organization’s culture is created out
of the management’s desire to have a society of workers and other stakeholder’s service needs,
which is mandatory for the company existence. Leaders or founders create a culture by the 3 step
processes. (Martins ,2002).
 Firstly, founders only appoint and keep employees who think and feel the way they do.
 Secondly, they indoctrinate and socialise these individuals to their way of thinking. ™
 Finally, the founders’ own behaviour act as role model that encourages employees to
identify with them, thereby internalising their beliefs, values and assumptions.
4.1 Sustaining a culture:
Founders are responsible for creating a culture and they try to transmit the process of following
culture. We can see total eight steps relating to creating and sustain a culture, in the writing of
(Malhi,2013).

 Recognizing the need for change
Firstly a culture has identified the valid reasons for a change. The founders as well as the
top management will make decisions about the urgency of adopting a new culture. They
will try to transmit their plan with the aim of giving employees full support and
motivation to coordinate. In this phase, proper communication plays vital role in the
organization.
 Diagnosing existing organizational culture
It is mostly impossible to have access to bring cultural change. So after recognizing the
need for change, the top management try to assess the characteristics of the existing
organizational culture, which involves , the way in which quality is viewed, talked about
and interpreted in the organization , decide which current values, beliefs and norms can
be retained and which need to be changed.
 Determining the desired culture which supports organizational vision and strategy
It is important to look after about what extent the new culture will provide benefit. And
how far the employees will agree or disagree about adopting new culture. The new
culture has to be enough for bring expected productivity of the employees. The officials
should design interventions to close the gaps between the current and desired
organizational culture and ensure that the new culture is aligned with organizational
vision and strategy.
 Communicating the desired culture to all organizational members
Proper communications have to be ensured to manage conflict about new culture.
Employee openness and freedom have to be known by the officials.
 Modeling of desired behavior by leaders
Employees often look at their superiors as role models. Hence, leaders must model the
desired behavior in what they say and do; they must practice what they preach.
 Conducting appropriate training at all levels to imbibe new culture
Training is essential to secure organizational commitment to quality improvement efforts,
minimize resistance to change, and to enable employees to handle new task demands.
 Reinforcing the desired behavior
To accelerate and sustain the cultural change process, the desired behavior of employees
should be reinforced through recognition and reward systems.
 Evaluating progress towards desired culture
Continually monitor and evaluate the cultural change efforts to determine if the desired
behaviors’ were attained. If the cultural change efforts are not successful, take corrective
action.

5. Conclusion
Organizational culture is the key driver in shaping organizational behaviors. Culture provides
knowledge about an organization’s progress evaluation. A culture is not a constant thought,
rather they need change. A dynamic culture can bring versatility of employees so as their
productivity. Top management should keep an eye on the impact of existing culture on the
employee’s productivity. If their performance didn’t reach the expectation level of the
stakeholders and market demand, the existing culture required a change. Thus a changed a
culture hopefully brings progress for the organization. Creating a culture and sustain the change
is a critical operation. To match with the employees need requirement, the top level
management’s commitment should promote employee involvement and empowerment in the
organizational culture.
6. Reference:
 Ayah R (2018). Scaling up implementation of ART: Organizational culture and early
mortality of patients initiated on ART in Nairobi, Kenya.
 Almomen,H.K. (2016). Factors that Create and Sustain Organizational Culture The
Importance of the Role of Organizational Leaders. International Journal of Scientific &
Engineering Research,7(3).
 Kelepile,K.(2015), Impact of Organizational Culture on Productivity and Quality
Management: a Case Study in Diamond Operations Unit, DTC Botswana. International
Journal of Research in Business Studies and Management, 2 (9), 35-45.
 Malhi,R.S. (2013). Creating and Sustaining: A Quality Culture. Journal of Defense
Management. DOI: 10.4172/2167-0374.S3-002
 Martin,E. C., Martin,N. (2002). AN ORGANISATIONAL CULTURE MODEL TO
PROMOTE CREATIVITY AND INNOVATION. SA Journal of Industrial Psychology,
28(4).
 Uddin, M. J., Luva, R. H., & Hossain, S. M. (2012). Impact of organizational culture on
employee performance and productivity: A case study of telecommunication sector in
Bangladesh. International Journal of Business and Management, 8(2).
 Weakliem,L.D., Frenkel, J.S.(2016). Morale and Workplace Performance. Sage
Publications, 33(3).
 Wiener, Y., & Vardi, Y. (1990). Relationships between organizational culture and
individual motivation—a conceptual integration. Psychological Reports, 67(1).
 Weiner, Y. (2018). 99 Totally Serious Ways To Create A Great Work Culture. Retrieved
from https://medium.com/thrive-global/99-totally-serious-ways-to-create-a-great-work-
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