Organizational Culture 1

Running head: ORGANIZATIONAL CULTURE

Organizational Culture

Mavis Hecker
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In carefully studying the article, one cannot help but arrive at the conclusion that

organizations are unique. Each has its own history, patterns of communication, systems and

procedures, mission statements and visions, stories and myths which in their totality, constitute

its distinctive culture. This culture may have been consciously created by its founders or key

members, or it may have simply evolved across time. This idea of organizational culture is

somewhat intangible, for it cannot be seen or touched, but it is nonetheless present and pervasive

(Newstrom & Davis, 1997, p.102). The fact that higher-ups are bothered by the prevailing

culture of the organization in study is testament to the fact that the most one can do in changing it

is influence it in an indirect way there is simply no controlling or bossing a culture around.

Most organizational cultures have historically been implicit rather than explicit, all the while

being seen as symbolic representations of underlying beliefs and values. Seldom is there a

description of an organizations culture. More frequently, those within it make inferences about it

from hearing stories about the way things are done or from witnessing ceremonies and traditions.

Because it gives an organizational identity to those who adopt it, a culture is an important

source of stability and continuity to the organization, which provides a sense of security to its

members. At the same time, knowledge of the organizational culture helps newer members

interpret what goes on inside the organization, by providing an important context for events that

would otherwise seem confusing or illogical. Peer pressure does not exclusively exert influence

on teenagers. Instead of seeing it as something that makes them act outside their nature, most

people actually seek being able to belong and just go along with what is the norm. In fact, among

adults, peers pose the most influence in shaping ones own views and opinions. Many tend to just

conform to their group and think collectively. It is through this inevitable fact that many

organizational cultures including those that are harmful or counterproductive get perpetuated.
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An overly-competitive culture encouraging rivalry among the members of the organization will

inevitably condition those within it to act in accordance with what they deem the right culture.

Knowing the behavioral tendencies of the organization is useful in formulating strategies

in that one would know its capacities and limitations. In the case of its members, this knowledge

gives a better understanding on why the organization behaves like it does. By determining this,

employees can have a better understanding that the organization would not have been as strong if

not for the importance it places on its people doing as expected. One such component is the

companys vision statement. Long thought of as just nonsense drivel, a proper vision can take an

existence of its own. Today, vision is often an overused word in corporate leadership. But upon

closer scrutiny, many will find that most visions came from one person and they are only

imposed on an organization. Such visions, at best, command compliance not commitment. In

the real sense of the word, a shared vision is a vision that many people are truly dedicated to,

because it reflects their own personal vision. Stories can be effective if they take a life of their

own and get passed on from person to person and believed wholeheartedly. Managements role

is to introduce continual organizational changes so as to bring about a better fit between reality

and vision. Managements role is proactive anticipating events and opportunities and initiating

changes to meet those events and opportunities. But included in the managers role is the more

humane responsibility to restore and maintain the group equilibrium and assist in the personal

adjustment that change upsets. In this role, the manager is more reactive responding to events,

adapting to change and ensuring the wellbeing of employees affected by the change.
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Reference

Newstrom, J.W. & Davis, K. (1997). Organizational Behavior, Human Behavior at Work 10th

Edition. McGraw-Hill Company Inc.