Organizational Culture: Features and Impact on Organizations

This report delves into the concept of organizational culture, defining it as a shared system of meaning and a common viewpoint among members. It explores key features such as innovation and risk-taking, emphasizing their role in fostering creativity. The report also examines attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, stability, and agility, highlighting how these features contribute to organizational effectiveness. It provides an analysis of how each feature impacts the organization's performance, including improved efficiency, employee motivation, and adaptability to market demands. Furthermore, the report references key sources like Robbins (2003), Schein (2010), and Rick (2015) to support its findings and conclusions. In conclusion, the features of organizational culture leads to improvement of the organization and also provides a good working environment to the employees.

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Organizational Culture

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Contents
Organizational Culture...........................................................................................................................1
Features of organisational culture.........................................................................................................3
Conclusion.............................................................................................................................................3
References.............................................................................................................................................5

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Organizational Culture can be defined as a system of shared meaning. It can also be defined
as a common viewpoint on an issue by all the organization’s members (Schein, 2010).
Features of organisational culture
The various features of organisational culture are:
1. Innovation and risk taking- It is the degree to which the members are encouraged to
take risks and implement innovation. If the employees will take risks they will learn
more.
2. Attention to detail- The extent to which the members are expected to display
precision, analysis and attention to details. If all the details will be analysed precisely
then effectiveness will increase.
3. Outcome orientation- It is the process in which the management do not focus on the
process taken to achieve the result. They focus on the result i.e. on the outcomes. If
the outcomes will be good the company will earn profits.
4. People Orientation- While making the decisions, the management keeps in mind the
effect of the outcomes on the people working in the organization. The employee
satisfaction is an important point.
5. Team orientation- The work activities are divided into teams in place of focusing on
the individuals. The work done I a team is more efficient in comparison to the work
done individually.
6. Aggressiveness- The extent to which people working in the organisation are
aggressive and competitive. The feeling of competition in the employees encourages
more work.
7. Stability- The extent of the activities done which maintains the stability of the
organisation and maintains its status.
8. Agility- The capability of the organisation to make changes in the products and the
processes easily in accordance to the market demands. It also includes response of the
organisation to the new strategies (Rick, 2015).
These features can be applied to improve the organisation as attention to details helps in
maintaining a higher level of effectiveness in the work. The outcome orientation motivates
the employees to work more effectively and efficiently. If the members will take risks they
will eventually lead to innovation as they will get new ways to work and they will be more
creative. A people oriented organisation facilitates trust in the employees and motivates them
to work. If individuals will be given a task it would be difficult for them to complete it but if
team of members work on a project they will get new ideas to solve the problem. If people
will be more aggressive i.e. more competitive they will produce more good results and hence
it will improve the organisation. If employees will be stable and will easily cope up with the
new market demands they will be able to make changes in the project very easily. This will
also help in maintain the status of the organisation. The organisation is able to implement
new strategies very easily. (Robbins, 2003).

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Conclusion
The various features of the organisational culture in short lead to the improvement of the
organisation as it provides stability and agility to the organisation. It also provides a good
working environment to the employees and hence the performance of the organisation
increases. It also gives a feeling of competition to the employees and encourage them to
maintain peace and harmony.

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References
Rick, T, (2015). What is organizational culture?. Available at:
https://www.torbenrick.eu/blog/culture/organizational-culture/
Robbins, S., Odendaal, A. and Roodt, G. (2003). Organisational behaviour. Cape Town: Pearson
Education South Africa.
Schein, E. (2010). Organizational culture and leadership. San Francisco: Jossey-Bass.