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Organizational culture

Organizational culture is a type of organizational analysis that is believed to be borrowed from the field
of anthropology. It was first described as an organizational unit of concern in 1979. The term
organizational culture generally is referring to the shared meanings, beliefs and understandings held by
a particular group or organization about its problems, practices and goals. The organizational members
interaction patterns, language, themes of everyday conversation and rituals of daily routine seem to
reflect elements of organizational culture. !ut culture is less conscious and it e"ists at a deeper level.
In the research of #ashid, $ambasivan and #ahman %&''() however, organizational culture is defined in
terms of the sociability and solidarity dimensions. $ociability is defined as the e"tent of friendliness in
relationships between people in an organization. $olidarity is the ability of people to pursue shared
goals efficiently and effectively for the larger good of the organization without much regard for the
impact on individuals and the relationships between them. There were four main types of corporate
culture derived based on these two dimensions* communal culture, fragmented culture, networ+ed
culture and mercenary culture. In this framewor+, culture is a community or the way in which people
relate to each other.
Interpersonal behavior
Interpersonal behavior is the behavior and actions that are present in human relationships. The way, in
which people communicate, Interpersonal behavior may include both verbal communication and
nonverbal cues, such as body language or facial e"pressions. ,erbal interpersonal behavior consists of
-o+ing, relating to one another via the art of storytelling, and ta+ing or following orders. Interpersonal
s+ills are highly desirable in many situations, specifically careers that rely on personal relationships
such as the health care industry or sales. The study of interpersonal behavior is a social science that
e"amines the way people interact with one another. $ome types of interpersonal behaviours are such as
Aggressive Behavior: it is that type of interpersonal behavior in which a person stands up for their own
rights in such a way that the rights of others are also violated. .ggressive behavior humiliates,
dominates, or puts the person down rather than simply e"pressing one/s own emotions or thoughts. It is
an attac+ on the person rather than on the person/s behavior. .ggressive behavior is 0uite fre0uently a
hostile over1reaction or outburst, which results from past pent1up anger.
Non-Assertive Behavior: it is that type of interpersonal behavior, which enables the person/s rights to
be violated by another. This can occur in two ways* first, you fail to assert yourself when another
person deliberately attempts to infringe upon your rights. $econd, the other person does not want to
encroach upon your rights, but your failure to e"press your needs of feelings results in an inadvertent
violation. . non1assertive person inhibits her2his honest, spontaneous reactions and typically feels hurt,
an"ious and sometimes angry as a result of being non1assertive in a situation. Often, this person relives
the situation in their minds pretending how they would do things differently if it happened again.
Assertive Behavior: it is that type of interpersonal behavior in which a person stands up for their
legitimate rights in such a way that the rights of others are not violated. It communicates respect for
that person/s behavior. .ssertive behavior is an honest, direct and appropriate e"pression of one/s
feelings, beliefs, and opinions
.
Efect of organizational culture on interpersonal
behavior
Interpersonal relationship has a direct effect on the organization culture. Interpersonal relationship
refers to a strong association among individuals wor+ing together in the same organization. 3mployees
wor+ing together ought to share a special bond for them to deliver their level best. 4isunderstandings
and confusions leads to negativity at the wor+place. 5onflicts lead you nowhere and in turn spoil the
wor+ environment.
Organizational culture and knowledge sharing: critical success factors
Trust* Interpersonal trust or trust between co1wor+ers is an e"tremely essential attribute in
Organizational culture, which is believed to have a strong in6uence over +nowledge sharing.
Interpersonal trust is +nown as an individual or a group/s e"pectancy in the reliability of the promise or
actions of other individuals or groups Team members re0uire the e"istence of trust in order to respond
openly and share their +nowledge.
Counication between staff: 5ommunication here refers to human interaction through oral
conversations and the use of body language while communicating. 7uman interaction is greatly
enhanced by the e"istence of social networ+ing in the wor+place. This form of communication is
fundamental in encouraging +nowledge transfer.
Inforation s!stes* The term information systems is used to refer to an arrangement of people, data
and processes that interact to support daily operations, problem solving and decision ma+ing in
organizations.
Organizations use different information systems to facilitate +nowledge sharing through creating or
ac0uiring +nowledge repositories, where employees share e"pertise electronically and access to shared
e"perience becomes possible to other staff.
"eward s!ste* employees need a strong motivator in order to share +nowledge. It is unrealistic to
assume that all employees are willing to easily offer +nowledge without considering what may be
gained or lost as a result of this action.
4anagers must consider the importance of collaboration and sharing best practices when designing
reward systems. The idea is to introduce processes in which sharing information and horizontal
communication are encouraged and indeed rewarded. $uch rewards must be based on group rather than
individual performance.
Organization structure: Traditional organization structures are usually characterized by complicated
layers and lines of responsibility with certain details of information reporting procedures. 8owadays,
most managers realize the disadvantages of bureaucratic structures in slowing the processes and raising
constraints on information 6ow. In addition, such procedures often consume great amount of time in
order for +nowledge to 9lter through every level.

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