The Impact of Organizational Culture On Employee Satisfaction & Productivity

Generated by Foxit PDF Creator © Foxit Software
http://www.foxitsoftware.com For evaluation only.
The Impact of Organizational Culture

On
Employee Satisfaction and Productivity
1
The Impact of Organizational Culture on Employee

Satisfaction and Productivity
Submitted to
Emranul Huq
Senior Lecturer
School of Business
United International University
Submitted by
Emam Hossan 111072049

Noshin Riaz 111072090
Shanaz Murshed Naz 111072161
Abdul Halim 111073090
Rubayia Rafi 111072036
Sec: B
January, 2009
2
Certification
It is to certify that the research paper on “The Impact of Organizational Culture on

Employee Satisfaction and Productivity” submitted by Emam Hossan, Noshin Riaz, Abdul
Halim, Shanaz Murshed Naz, Rubayia Rafi they have completed with instruction and
requirements.
Date Emranul Huq

Senior Lecturer
School of Business
3
January 21, 2009
Emranul Huq
Senior Lecturer
School Of Business
Dear Sir:
Here is the report on “The Impact of Organizational Culture on Employee Satisfaction and
Productivity” you asked us to complete within 21st January, 2009.
To aid you in deciding about Relationship between Organizational Structure and Culture,
How to Analyze a Company's Organizational Culture, What Is a Healthy Organizational
Culture? How to Transform a Corporation's Culture? How to Survey an Organization? Why
Employees Need To Analyze the Organizational Culture? Organizational Culture and
Leadership we gathered the most complete information available. All of the information
comes from the true survey.
We sincerely hope that our analysis will aid you about a view of Organizational Culture
effects. We are truly appreciating this assignment.
Thank you
Sincerely yours,
…………………
Emam Hossan
On behalf of the group
4
Acknowledgement
There is no doubt of the fact that preparing this research paper has been a great opportunity
for us as a student of BBA.
We are very much gratified to our course instructor Emranul Huq for making us work in this
important aspect that will help us a great deal in our professional life. Our teacher was
cooperative enough to help us preparing our research paper and make us understand how to
prepare this report.
Special thanks and inexpressible greets to those who shared there past work experience
regarding this subject matter. We are also thankful to GS Enterprise employees for showing
their kind cooperation in collecting information about their job satisfaction.
Finally, we owe many thanks to our friends and family for their constant support and
encouragement. Special thanks, to Mr. Anisur Rahman for providing us with latest data’s.
We hope this practical experience will help us in future to build up carrier.
5
Table of Content
Executive Summary ..............................................................................................................8
Chapter-1 Introduction ..........................................................................................................9
Purpose ...........................................................................................................................10
Scope ..............................................................................................................................10
Limitation........................................................................................................................10
Time Limitation...........................................................................................................10
Sources of Data Limitation ..........................................................................................10
Chapter- 2 Literature Review...............................................................................................11
Definition of Organizational Culture................................................................................12
Organizational Culture.................................................................................................13
Analyzing Organizational Culture....................................................................................15
Organizational Culture Profile .........................................................................................16
Type of Organizational Culture .......................................................................................17
Elements of Organization Culture....................................................................................18
Healthy Organizational Culture .......................................................................................20
Organizational Culture Questionnaire ..............................................................................22
What Is A Healthy Organizational Culture?.....................................................................23
Organizational Culture Perspective..................................................................................24
Definition of Socialization Organizational Culture...........................................................25
Organizational Culture Change........................................................................................26
Sample Organizational Culture ........................................................................................27
Organizational Culture and Leadership ............................................................................28
Organizational Culture Transformation............................................................................29
Organizational Culture Survey.........................................................................................30
Organizational Culture Analysis ......................................................................................31
Effects of Organizational Culture ....................................................................................32
Organizational Culture & Organizational Structure..........................................................34
Organizational Culture Profile O' Reilly ..........................................................................35
Culture and Organizational Behavior ...............................................................................36
Organizational Culture Journal ........................................................................................37
Implications of Organizational Structure Culture .............................................................38
Analyze the Organizational Culture .................................................................................40
Chapter-3 Research Methodology........................................................................................41
Methodology.......................................................................................................................42
Primary Data ...................................................................................................................42
Secondary Data ...............................................................................................................42
Method............................................................................................................................42
Tool.................................................................................................................................42
6
Chapter- 4 Company Overview ...........................................................................................43

Profile .............................................................................................................................44
Clients & Suppliers..........................................................................................................44
Out sourcing....................................................................................................................44
Chapter-5 Analysis and Findings .........................................................................................45
ANALYSIS.........................................................................................................................47
Interpretation...................................................................................................................47
Additional Findings .........................................................................................................47
Chapter-6 Conclusion..........................................................................................................48
Chapter-7 Recommendation ................................................................................................50
Chapter-8 Reference............................................................................................................52
References.......................................................................................................................53
Chapter-9 Appendix ............................................................................................................54
7
Executive Summary
Organizational culture is an intervening variable. Employees from an overall subjective

perception of the organization based on factors such as degree of risk tolerance, team
emphasis and support of people. This overall perception becomes in effect the organization
culture or personality. These favorable or unfavorable perceptions then affect employee
performance and satisfaction, with the impact being greater for stronger culture.
In strong cultures difficult for mangers to change, when a culture becomes mismatched to its
environment management will want to change but its difficult and long process. The result,
at least in the short term, is that managers should treat their organization’s culture as
relatively fixed.
Organizational culture depends on managerial decision. Like hiring individual whose values
don’t align to the organization culture. As a result, they are dissatisfied with their jobs and
the organization. Not surprisingly, employee “misfits” have considerably higher turnover
rates than individuals who perceive a good fit.
Organizational culture indicates how well an organization continues operation. So to ensure

an organization growth and stability, we need to maintain a minimum level of standard of
organizational culture.
8
Chapter-1
Introduction
9
Origin of the Report

Culture is a powerful component of an organization's success, laying the tracks for strategy to
roll out on. It is the foundation for profit, productivity and progress. While it can accelerate
getting to the next level of performance, it can just as easily act as drag. We also interested to
know the impact of organization culture on production and satisfaction.
Purpose
The purpose of making this report understands the culture of an organization before working
there. We are also interested to know –
 Does the company emphasize following established processes to complete a task, or

does it just care about results?
 Is management hands-on or hands-off?
 What is the company's attitude toward technology?
 Do managers work side by side with their staff or do they work in offices?
Scope
Though we could not access to the information that are most relevant for this report, we have
prepared a report which can help to get some ideas about the above questions, organization
culture, production and satisfaction.
Limitation
While preparing this report we have faced some problems. Such as –
Time Limitation:
We have got 14 days for preparing this report with all other activities. This time was not
enough for making a report.
Sources of Data Limitation:
We found very little information from organization. We could not contact every employee of
the management of the organization. We emphasis only cultural impact of job satisfaction not
production.
10
Chapter- 2
Literature Review
11
Definition of Organizational Culture

An Easy Understanding of Organizational Culture
At one point organizational culture was considered a new and radical idea, but over the
course of the last twenty years the theory of organizational culture has moved from a
theoretical academic notion to gaining overwhelming belief as a true structure that can help
individuals understand various human systems.
While organizational culture is a most commonly used term now in the business, particularly
the corporate field, the original idea of organizational culture within business came from
ideas of culture in anthropology and sociology, and indeed many of the terms used to
describe organizational culture are also used in college level classes in those subjects.
The culture of a group, whether based on national, ethnic, or corporate identity, can be
described by this definition: A pattern of shared basic assumptions and beliefs that a group
learned as it solved problems, internal and external, and those assumptions have worked
effectively enough to be passed on to new members as the proper or correct way to think,
evaluate, and see those problems and solve them. Organizational culture thus evolves over
time, just as the group does. There are always two challenges that apply to basic cultures
being studied in sociology, and those two challenges in different ways also apply to the
business world, therefore allowing for the comparison.
Those two challenges are:
A- Adapting to the problems and challenges that occur in the external environment that affect
the group in order to survive, and if possible, thrive.
B- Taking individuals from outside the already established organizational culture and
passing on the group values, thus uniting a group of independent individuals into a cohesive
whole that can benefit everyone more than individual efforts.
Understanding organizational culture is imperative, as is the honest analysis of an
individual's, or corporation's, own specific culture can help in a concerted effort to reinforce
the good while eliminating the bad. Organizational culture can go either way. Good culture
can make every worker stronger, and even the most average worker's contribution
exceptional while bad culture can destroy even the most talented individuals.
Thinking that culture is only a few weekly meetings and a couple mandated memos from the
Board of Directors have a sure fire way to end up with a weak and inefficient culture that will
eventually begin to drag the company down.
If we want to be able to get very specific in how we define organizational culture, then we
need to take each case on an individual basis. Every corporation has their own culture, and
muddying up the waters even more is that many cultures have sub-cultures, and corporate
culture is no different. Even within a company's organizational culture, there are likely to be
several sub-cultures within the larger standard culture. Each will have slightly different
values, experiences, and hierarchies of authority. Knowing this will help any individual
studying these cultures to realize that each one needs to be defined a little differently, each
sub culture accounted for. Only then can a detailed description of a culture be made and steps
taken to change it.
12
Organizational Culture
All about Positive Organizational Culture for a Team
Organizational culture, sometimes also referred to as corporate

culture, is a general term that outlines the collective attitudes,
beliefs, common experiences, procedures, and values that are
prevalent in an organization and others similar to it.
Organizational culture is the phrase much more likely to be used

within the corporate world itself, as it also affects shareholders,
who may or may not be directly involved beyond ownership of x
number of shares of company stock.
This philosophy also includes the beliefs and ideas of what the goals should be. The point
here is to have individuals think about the collective larger good of the company, since the
prospering of the company is going to come around to benefit the individuals who work for
it, as well!
Because of this, a general standard of behavior is expected, so every worker knows to some
extent what is expected out of them before even the first day. This helps to create unity and
increase general worker efficiency. Organizational culture helps to establish the expected
guidelines, expectations, and rules that will help the company achieve their goals.
Organizational culture tends to be the larger shared goals and vision for a company, but that
doesn't make it the end all, be all. Within the larger organizational culture will be many
smaller sub-cultures that are still dedicated to the larger picture, but have their own system of
operating and working to be more efficient in their task, and their part of the larger picture.
A classic example of this would be computer tech people. Because of the extremely
specialized nature of their expertise, computer technicians are likely to have their own odd
behaviors, working conditions, and strategies to getting the job done. Computer language
leads to a whole series of terminologies or technologies that many non computer people
won't have a clue about--but their organizational sub culture affects the larger organizational
culture as a whole, for the better or worse of the company, but hopefully for the better!
There are different measures of this as well- A company or corporation that has a staff which
responds strongly to organizational values and can successfully pass that on to the workers at
every level are considered to be part of a "strong culture." Inversely, if the opposite is true
where overly restrictive rules, procedures, and bureaucracy are necessary to enforce the
company's vision, then that is definitely considered "weak culture."
Weak organizational culture is a detriment to a company for obvious reasons. The extra
supervision, rules, and bureaucracy cause the company to be less efficient and less effective.
In addition, having these extra layers also tends to be much more expensive, which will
obviously show on the bottom line. Weak cultures can not take advantage of an opportunity
that demands quick, decisive action.
13
Strong organizational culture tends to be a good thing, but there are also some dangers that
have to be watched. For one, if everyone is completely in line with the organizational culture
of a company, and holds the same centralized beliefs on how the goals should be
accomplished, then there is a danger of "group think." This is where an entire group thinks
in such similar terms that they lose the ability to become innovative or take a unique
approach to a problem. To put it another way, they lose their ability to "think outside the
box.” Organizational culture is still necessary for any company of size, and a strong
organizational culture combined with openness to new creative ideas and problem solving
can be the building blocks to something amazing.
14
Analyzing Organizational Culture

How to Analyze a Company's Organizational Culture
Analyzing organizational culture can occur on many different levels. On the theoretical level,
one of the foremost individuals on the study and analyzing organizational culture is Dutch
sociologist and writer Geert Hofstede. Hofstede's studies of how corporations and
companies function most effectively is compared to how a good company had many
comparisons to a successfully run nation, and how the culture of a people had an effect on
organizational culture, and vice-versa.
When a company is not running to its full potential, there are various reasons that a culture
may not be working. The CEO may want to chart an aggressive course looking to be willing
to take chances and to exploit every little opportunity, while the mid level managers might be
prone to avoiding uncertainty and thus play it way too safe.
The organizational culture can be one of the most important factors in whether a large
corporation succeeds or fails, but it is also one of the hardest things to change about a
company since by its very definition organizational culture is shared throughout the entire
company. This is why success tends to breed success while a sinking company is so hard to
turn around, even if huge changes are made at the top.
On a practical level, especially with a quick turnaround or shift in culture as the eventual
goal, there are a few things to keep in mind. One is feedback. Setting up a system of quick
feedback means someone at the top can get a quick, if not instant, response to a program or
situation.
Sometimes if a bad situation, such as a CEO who tended to over micro-manage, gets
removed, then that simple action can provide an instant "feedback," or in that case an instant
response to the removal of bad influence. A good leader will be able to ride this early
momentum to at least set the base of a new style of organizational culture.
When analyzing organizational culture, we also want to figure out what types of managers
and workers we have on every level, and:
a) What type of organizational culture can maximize their abilities for the larger good of the
company, or
b) If the workers and supervisors already in place simply do not have the ability to shift to
the organizational culture that is best. Analyzing both strengths and weaknesses can help
determine where a company is, and what direction it can most effectively head towards.
A company with a very strong culture wants to make sure it doesn't go so far that no new
ideas are let into the conversation. This would kill innovation. Likewise, in a company with a
weak culture, if bureaucracy is a problem, while eliminating the unnecessary layers, our
company still has to function. Analyzing organizational culture can be difficult, but it is a
process that is well worth undertaking.
15
Organizational Culture Profile

Make Organization a Positive Culture Mindset
One of the giants in the world of organizational culture profiles is Professor John Paul
Kotter, a professor at Harvard Business School. Professor Kotter's expertise is on authority,
leadership, and organizational culture.
If we need any evidence of John Kotter's influence, take a look at one of the first pieces of
information bound to be mentioned in his organizational culture profile. His novel Leading
Change was an international best selling novel, and was considered by many managerial
experts as the "change bible" for managers and businessman to use in order to change
whatever organizational culture they are dealing with in order to become more efficient and
effective.
Kotter often discusses wanting a better bottom line, and one of his points is the need for a
wide group of various people with different thought processes and training in order to see
effective change take place. The catching on of this fact in the business world is partially
reflected in the large increase of English majors being hired into the business world because
of their training to analyze situations and think independently.
Professor Kotter is widely recognized in his organizational culture profile as one of the
foremost experts on leadership and change in the world. His knowledge in this area certainly
seems unsurpassed, and no one understands the undercurrents of organizational culture the
way he does. Any individual who wants to learn how to change a company whose weak
culture has dragged itself down for far too long needs to look no further than this man to find
out how to right the ship.
Professor Kotter has made his mark as someone who truly understands organizational culture
and what it takes to change and adapt. Virtually any individual who succeeds in pulling off a
stunning turnaround of a company that has long struggled with a negative organizational
culture most likely knows the concepts Professor Kotter has put forth inside and out. Results
like that are what make his organizational culture profile so impressive.
16
Type of Organizational Culture

How to Analyze and Develop a Positive Team Culture
There is more than one type of organizational culture in the corporate world.
This doesn't mean strong versus weak, although those are certainly two general categories
for organizational culture.
While different theorists and different companies even might have differing opinions on the
types of organizational cultures out there, there is a general consensus on four different types
of organizational culture. Most companies or corporations in their style or plan can fall into
one of these four general types.
One type of organizational culture is the "tough-guy culture" or "macho culture." One of
the most common aspects of the tough-guy or macho culture is the quick feedback and high
rewards. The pace can be break neck at times, but the obvious reward of the action is seen
very quickly. From a corporate stand point, this type of organizational culture will be most
often associated with really fast financial activities, such as currency trading, and brokerage.
This can also apply to organizations such as a police force, or an individual athlete on a
sports team. If a receiver catches a touchdown pass, you see the impact right away. This
tends to be a stressful type of organizational culture that requires a certain mentality to
thrive and succeed.
Another type of organizational culture is the "work hard/play hard" organizational culture.
This type of an organizational culture that doesn't take a lot of risks, but it does take a few,
and all receive fast feedback. This is something most likely to be seeing in a very large
company which is dependant on strong customer service. This type of organizational culture
is often characterized by multiple team meetings, specialized jargon, and buzzwords.
A third type of organizational culture is the "bet your company culture." This is a type of
company where huge decisions are made over high stakes endeavors. In this type of culture,
the end results of these decisions may not be seen for months or even years. The most
common type of company that would have this type of a culture is one that is involved in
experimental projects or searches. Two great examples would be like prospecting for new oil
fields and designing experimental military weapons.
A fourth type of organizational culture is the "process culture." A process culture is most
often folded in organizations where there is actually no feedback. This is rarely a good
culture. In this type of an organizational culture people are so obsessed with the process of
how things are done that the focus is lost on what the goal is. Process organizational culture
is a synonym for bureaucracy. These cultures are overly cautious, obsessed with the letter of
the law as opposed to the idea of the law. The only positive argument for this culture is that
the consistency of results makes it good for public services.
These are the four types of organizational culture. Most companies will fall into one of these
categories. Knowing these organizational types will help in analyzing each company and the
organizational culture appropriate for each one.
17
Elements of Organization Culture
G. Johnson described a cultural web, identifying a number of elements that can be influence
Organizational Culture:
The Paradigm: What the organization is about; what it does; its mission; its values.
Control Systems: The processes in place to monitor what is going on. Role cultures would
have vast rulebooks. There would be more reliance on individualism in a power culture.
Organizational Structures: Reporting lines, hierarchies, and the way that work flows
through the business.
Power Structures: Who makes the decisions, how widely spread is power, and on what is
power based?
Symbols: These include organizational logos and designs, but also extend to symbols of
power such as parking spaces and executive washrooms.
Rituals and Routines: Management meetings, board reports and so on may become more
habitual than necessary.
Stories and Myths: build up about people and events, and convey a message about what is
valued within the organization.
These elements may overlap. Power structures may depend on control systems, which may
exploit the very rituals that generate stories which may not be true.
18
Organization Culture
Relationship between Organizational Structure and Culture
There are varying theories about the relationship between organization structure and culture.
The relationship between organizational structure and culture is further complicated by the
fact that the two are somewhat similar, and certainly interrelated.
One of the best ways to describe organizational structure is that it is a mechanism through
which effort and work is coordinated with supervision to produce the results that are hoped
for from organizational culture.
But does that completely describe the relationship. Organizational structure seems to be the
conduits, the lines of authority, the system set into place through which individuals can come
together collectively in order to fulfill the expectations of the organizational culture.
The success of a company meeting the goals of its organizational culture is dependant on
having an effective set up and clearly defined relationship between organizational structure
and culture. A well thought out and planned model that can clearly distinguish the
relationship between organizational structure and organizational culture will allow for a more
efficient directing of both employer and employee efforts towards the company's ultimate
goals.
One of the most important aspects in the relationship between organizational structure and
culture that will allow a model to thrive, or fail, is to make sure that each individual
understands the full extent of responsibilities and work expected out of them. Likewise, the
workers and supervisors should also know their limitations, and so not have to worry about
issues that are beyond their scope of expectations.
Eliminating these worries will help to make the workers more efficient. When there is
ambiguity, confusion, or any type of "gray area," this hurts production and efficiency. If
there is a general misunderstanding of who and what a situation entails, or even worse,
multiple conflicting interpretations, then this is an example of a faulty relationship between
organizational structure and culture.
The relationship between organizational structure and culture is hard to define, but the two
are inexorably linked. There can not be effective organizational culture without some kind of
organizational structure to allow for efficient work and effort. Yet, the organizational
structure is going to reflect the larger organizational culture.
A strong culture is more likely to have a strong and efficient organizational structure. A weak
culture is more likely to have an inefficient and less effective organizational structure. Does
the weak culture cause the weak structure or the weak structure cause the weak culture? This
is where the problems of separating the two tend to come in. They're obviously related, but it
is not as obvious how.
In the end the best way to describe the relationship between organizational structure and
culture is somewhat allegorical. If the organizational culture is the plumbing and the water,
then the structure is the actual pipes. If the organizational culture is a football team, the
specific coaches and players act as the structure. In this way, by using metaphors, it becomes
much easier to understand what the relationship between organizational structure and culture
truly is.
19
Healthy Organizational Culture

Keep an Organization Happy and Healthy
There are many different ways to measure a company's organizational culture. There are
exceptional corporate cultures, as well as disastrously bad ones, and obviously most
companies are going to fall somewhere in the middle of these two extremes. There are many
characteristics that make up a healthy corporation, and here is a ten point list of some of the
most common factors that will be found in virtually all healthy organizational cultures:
Organizational pride: Employees who are embarrassed to mention where they work are
obviously not in a good environment. Employees who work for a company that they are will
defend against slander, libel, or just plain criticism are a good sign of a company doing
something right with their culture.
Ambition towards being better: The difference between ambition for the sake of power or
respect and ambition to keep improving for the sake of improving is the difference between
night and day. Strong company culture focuses on improving and getting better at every
level.
Obvious teamwork and communication: The more open discussion there is the more open
exchange of ideas, the more competitive and cutting edge that company is capable of
becoming, Period, end of statement.
Quality leadership: This is not just at the very top. A brilliant CEO can have his greatest
plans destroyed by a few low level managers who alienate employees and can not lead by
example. Good managers are really interested in the problems that others are having, and are
happy to offer help when asked.
Constant review of profits and costs: Nothing is assumed as Gospel truth from year to year.
All financial records are studied, and especially expenses. Are expenses justified? Are they
really effective in making the company stronger and more profitable? If not, they look for
alternatives.
Employee relationships: A cut throat environment does not bring out the best in a company.
The corporations with employees who work together are far more likely to succeed than a
company where it's every man for them. Are employees willing to sacrifice their co-workers
and advance themselves over other people's blunders, or do they aim for promotion through
improvement or huge difference? The team players will help a company out far more in the
long run.
Client and consumer relations: The customer is always right. As annoying as this can be at
times (and anyone who started at the very bottom of the service sector is gritting their teeth
right now) the company that takes customer service as their true motto and keeps that focus
will succeed and create great organizational culture.
20
Honesty and safety: No one should ever be asked to do anything unsafe or blatantly
dangerous. Likewise, there are no five finger discounts from employees: they don't even
think about stealing from an employer who is treating them so well.
Education and developmental programs: The Company is heavily invested in training its
employees and providing whatever education is necessary for them to succeed.
Cutting edge thinking: Companies with healthy organizational culture are innovative and
can think outside of common trends to move ahead of the pack. New ideas are always
considered, and employee participation in brain storming is encouraged.
These are ten of the most common traits you will find among the companies with the
healthiest organizational culture.
21
Organizational Culture Questionnaire

Gauging Company Performance with Questionnaires
Organizational culture questionnaires can be used to garner information for a

variety of reasons. Maybe a company is the middle of an attempted change in culture and
wants to gauge how the process is taking hold (or not). Maybe the corporation hasn't gone
that far yet but is thinking about making a change and wants to see how capable the workers
are of adapting, or if they are already in the only system that their personality type is
effective in. Organizational culture is a critical variable in every company that guides the
employee’s actions and reactions on every single level of the company. Understanding the
company's own culture, and even having individual workers understand where they fall in
category wise with organizational culture makes a huge difference not only within the
domestic markets, but internationally, as well. This is especially true if a company is
considering opening a factory overseas. Strategies which are fantastic in one nation may be
an abysmal failure in another. For example, almost half of American workers think that a
supervisor can be a good manager even if they don't have detailed precise answers to many of
the questions that the employees working under them may come up with. Delegating to older
experienced workers, or just knowing how to manage people is enough in the eyes of many
American workers.
Cultural misunderstandings can end up being counter-productive and even harmful to a
business's attempt to expand. This might even be true in regional areas. In a country such as
the United States, we can have distinctively different groups and preferences between groups
of workers from say: Texas, Alaska, Hawaii, Chicago, New York City, Los Angeles, and the
Midwest. Each area has a distinctive culture, or cultures. Likewise, different ethnic groups
may have differing opinions on major issues that affect how they will work and respond to
different cultures.
An organizational culture questionnaire may simply be trying to find out how the company is
faring regarding certain aspects that are considered measurements of corporate culture. Some
of these aspects include:
a) Individualism. This is the extent to which action is taken for the benefit of the individual
or the group. How much independent thought and action is allowed?
b) Power Distance. This refers to the real and perceived levels of separation between people
in charge and those who aren't. In some companies employees may accept a direct
supervisor's orders like the Gospel, where in other companies with less power distance the
supervisors are like co-workers who simply have the final say at the end when a decision has
to be made or an impasse broken through.
c) Certainty: This is the level of need employees have for clear cut rules, regulations, and
supervision. People needing a high level of certainty need those things. People who don't are
fine with unstructured, ambiguous, or unpredictable situations.
d) Time Orientation: This is the level that dictates whether works have a tendency to stay
loyal to values oriented towards the future such as thrift, or values oriented toward the past
and present, like respect for tradition.
These are just a few of the things that an organizational culture questionnaire may be looking
for.
22
What Is A Healthy Organizational Culture?
A healthy organizational culture is one which should help all the supervisors and employees
of the company are on the same page as those in charge. A good organizational culture is of
benefit to every member of the company from the very top to the very bottom. If any group
of workers feels marginalized, then the culture can be improved.
A good organizational culture has the ability to maximize employees' creative ideas and
strategies. There are certain behaviors that can undercut this type of a culture, and one way to
get an idea of a healthy culture is to look at some of the common traits of an unhealthy
culture. Some of the most common traits of a weak and ineffective organizational culture are:
Process is more importance than purpose: When supervisors are more concerned about
doing x number of say lines of programming, or phone calls, versus how good the
programming is or how effective the phone calls were, this is one example. Think of that
English teacher who gave a six page essay an 'A' even if it didn't make any sense while a well
thought out three page essay got a 'C' because it wasn't long enough to same concept.
Authority is more important than service: Any time people in power positions feel that it
is necessary for them to constantly exercise that power by riding the people under them, it's
only a matter of time until the system collapses.
Form is more important than reality: Remember the Internet bubble bursting? Well people
kept buying stock when a company talked about "new strategy to corner the market" but they
never showed a profit in three years. What happened? They went broke. No fancy marketing
plans can pull you out of that.
Precedence is more important than adaptability: This often happens with really large
companies and is always a warning sign. See IBM's fall from goliath, to another company,
and how Microsoft took their place by being the most adaptable company out there.
In contrast to this, a healthy organizational culture has several trademarks. Some of the most
common include the following:
Clearly defined purpose: A company with a good organizational culture knows exactly
what its goals are and what each employee's job entitles in order to get there.
Service: Service is not only to customers but also a sense of service from each employee to
the company itself. They should want to work for the company and want to see the company
succeed.
Realistic: They know when they can expand, and when they can't. They can look at numbers
and instead of giving a glowing report when it looks like recession to keep the stock up, they
can analyze and see that hard times are coming and adjust accordingly.
Adaptability: Companies with healthy organizational cultures are very adaptable. They can
roll with good and bad markets, seize an advantage/opportunity when one comes along, and
can deal quickly with the unexpected.
These are all the signs of a strong company with a healthy organizational culture.
23
Organizational Culture Perspective

A Corporation Really Can Have Culture
There are several different points of view out there when talking about
organizational culture perspective. Part of this arises from the fact that even larger or general
perceptions of this subject have shifted over time.
For a long time, many theorists and businessmen alike saw culture as something that came
from outside of corporations and was a part of national identity, traditions, ethnic groups, or
other influences equally outside of the corporate influence.
An alternative perspective eventually emerged which argued that culture was not a
completely outside influence on companies that couldn't be controlled or shaped, but that
culture was actually a part of any large organization, and that it was an internal influence. If
you viewed organizational perspective this way, then culture becomes a much different factor
in how things work. According to this model, which is now widely accepted, large
companies and other similar organizations have, and are, their own cultures in the same way
that separate countries or tribes are different cultures.
Studies of "corporate culture" now studied the way that companies could actually create
their own sub cultures through repetitive training, meetings that worked in a ritualized
fashion, and in ceremonies and the general thought processes that different companies
encouraged.
Culture was no longer some outside force that had to be dealt with because workers brought
it into the company from the outside world, but developing a healthy organizational culture
was now something that seemed theoretically possible. If creating an organizational culture
was possible, then it should also be possible to develop a strong culture within the
organization that would actually help to contribute to employee efficiency, productivity,
loyalty, and in the end, profit. This idea was very appealing to many CEOs, and the era of
recognizing and breeding specific organizational cultures began.
This idea caught on, all because of the new view of culture. Studies were done in "cultural
engineering." Basically, companies invested a lot of time, money, and manpower to really
determine if a strong culture could actually be made and produced just like something off of
the assembly line, to the benefit of everyone involved. The feeling was, and remains, that
certain measures can be taken to influence the cohesion and unity of an organization.
Providing a strong organizational culture was seen as a strategy that could be used in order to
strengthen the power of the managers and to create a more direct and invested road from the
CEOs at the top of the company to the common employees themselves.
This is a view that is seen today, and is so universal among companies and theorists that
while there may be still exist some disagreements over what exactly constitutes culture or
how much of an influence it has; virtually no one argues that organizational culture does not
exist. It is accepted as fact that individual companies definitely have their own unique
cultures and sub-cultures that either help them succeed or cause them to fail or flounder, all
of this from a change in organizational culture perspective.
24
Definition of Socialization Organizational Culture
There are entire books written on organizational culture and every aspect of it. There are
types of culture, specifics of each, and culture types, strong and weak, building blocks versus
stumbling blocks. If there is some specific information you're looking for on organizational
culture, somewhere someone has already written something on it. An extremely important
part of corporate culture that has surprisingly little available on it is the definition of
socialization organizational culture.
The socialization of organizational culture is a process. One way of defining it is to describe
it as the methods by which organizational culture is transferred from old members to new
members, thus bringing them into the fold. Since every company's organizational culture is a
system of shared attitudes, practices, and schedules, this has to be passed on to new
employees to keep the culture running smoothly, otherwise things will begin to fall apart.
Not only is the socialization process important for the company, but it is very important, if
not necessary, for the new employees, as well. The culture of a company helps inform what
types of interactions are appropriate and which are not, what levels of formality or
informality is acceptable. The culture makes communication more effective and dictates the
when, where, and why of every employee.
Not being part of this system makes it impossible to function within its structures. Not being
a part of an organizational culture also makes it impossible for the employee to understand
the overarching goals of the company, as well as shut them out of knowing the rewards of
good work.
The process of socialization is how the organizational culture continues to thrive by being
passed on to everyone who comes in. Early training exercises are only the beginning.
Company meetings, mentoring from older more experienced workers, company literature and
jargon are all only a part of this. While these are parts of a company's organizational culture
that can be handed down from the top, training is only one part of socialization.
Other important factors come from fellow workers, such as socializing during coffee or lunch
breaks, stories and humor from past experiences, and sometimes even gossip. The type of
office stories that is "legendary". And told the workers not in an "us vs. them" attitude in a
spirit of camaraderie.
Socialization isn't always an easy process. For some individuals, shifting into a new
organizational culture can actually produce culture shock if they are moving into a culture
that is completely different than the one they are used to, or if maybe it is their first time in
corporate culture, period.
Not only do strong organizational cultures have great training and mentoring programs to
bring new talent into the fold quickly and make them feel like part of the team, but having
employees who are dedicated to the organizational culture and who help out the new
employees do just as much to pass on the culture.
Hopefully this article has helped to give a definition of socialization organizational culture
and how it works within the corporations themselves.
25
Organizational Culture Change

Looking For a Corporate Change
Organizational culture change is not an easy matter. Many companies want to successfully
achieve this goal at one point or another, but a good portion of those corporations fail to do
so, or are only partially successful. Why is culture change so difficult? Part of the problem is
are habitual that people by nature.
This means that change, even if it is good, will always have to climb over the obstacle of
routine, which is comforting to many people. Another aspect does not fully understand the
process of creating organizational culture and therefore not putting in a fully effective effort
into every area that needs nurturing in order to end up with a healthy organizational culture.
What needs to happen in order for a group to create the organizational culture that is most
profitable or most wanted by the company? The first thing to realize is that no one can
change the organizational culture within a company without knowing what the final goal of
the transformation is, or what type of culture is already in place.
Only after knowing the culture in place and the culture that you are aspiring to can an
accurate evaluation of the company be made. Changing culture includes changing many little
things in order to affect the larger picture. Only by knowing the full details of what the
culture is can you hope to change it.
Maybe a company isn't willing to take risks because everyone just agrees with whatever
supervisors are pushing ideas, and so there is no fresh input, nor is there any chance for
cutting edge ideas to emerge from group think. On the other hand, maybe your company is
too far the other way.
Maybe every supervisor just keeps pushing their own individual agenda, and everyone is so
busy trying to promote themselves that there is no cohesion or sense of teamwork within the
company at all.
It can be very difficult to change the culture of an existing organization. In fact, the general
consensus is that it is much harder to change an unhealthy organizational culture within a
floundering company than it is to create a culture in a brand new company starting from
scratch.
When an organizational culture is already in place, any attempt to shift to a different type of
culture forces employees to unlearn the old values, assumptions, and routines before they can
fully integrate the new changes into their regular schedule. Because of this, two of the critical
elements necessary in order to create an organizational culture change are steadfast and
unwavering support from the executives of the company, and a strong, well detailed and
executed training program. These two elements are the pillars from which everything else
must be built.
For example, if a culture is trying to be made in the "we're a family" mold, an odd casual
Friday event could be a fifteen minute contest to judge the ugliest or most outrageous ties. If
the head of the company is in the running for the prize, that sends a message to everyone else
that this is a serious long term plan for change, not to mention an instant camaraderie builder.
26
Sample Organizational Culture

Organizational Culture Guidelines
For anyone who has any doubts about how important organizational culture is, all they have
to do is find two sample organizational cultures, one that was healthy, one that was not, and
take a look at the difference between the two companies.
One of the great all time examples of this are actually between two of the best known
companies in the world: IBM and Microsoft. In this example, IBM didn't even necessarily
have a terrible organizational culture, but they did fall into several of the traps that caused
them to become stagnant.
This example is from the late 1980s. Microsoft was a fairly good company, with revenues in
the tens of millions--but a long way from what they are now. At the time, IBM had the
largest market share by far with over 80% of the mainframe market. Although long forgotten
history by most people, at that time IBM spent a large amount of time and money investing
in a software system that was supposed to "take over everything." It was called OS/2, and at
the time many people complained that there would be no more experimentation because
obviously OS/2 would be with every IBM which would put a strangle hold on the industry.
Obviously that did not happen . . . but why? With 80% of the market cornered, an
international market, and their own new software, how did IBM not take over?
One of the obvious reasons is Microsoft. Microsoft has done what everyone thought IBM
was going to do in the late 1980s. What ended up happening was the OS/2 was really
memory heavy and not nearly as functional as it could have been. Bill Gates and Microsoft
took advantage of IBM's blunders to take over the market. IBM stopped analyzing its own
corporate culture because they were so dominate the thought became "everything we're doing
is right," and in retrospect, the higher ups at IBM were completely concerned with internal
measures, internal goals, and proving production. They were so obsessed with keeping track
of how many lines of programming were getting done that many programmers did not write
the best of most efficient programming--because it wasn't enough lines!
Meanwhile, Microsoft's entire organizational culture was not focused on bureaucracy, but on
getting things done. The bottom line was a better product, followed by an even better
product, and so on. While IBM became so entangled with bulkier and bulkier programming
and bureaucracy (they even had a class on how to order document manuals from the main
company--just to get help).
Microsoft took advantage by making a product aimed at the customers, not at internal specs.
Because of this they absolutely dominated the computer market. IBM had a series of setbacks
that resulted in the stock tumbling and the need to hire a complete outsider to re-invent the
company.
This is an example where becoming overconfident, falling into dangers of bureaucracy, and
internal numbers and goals caused a company that never should have lost its near monopoly
on the market to almost bust, while an upstart company who "had no business competing
with IBM" according to most sources, had an outstanding organizational culture based on
customers needs and getting things done (as opposed to how they were done and measured--
IBM's downfall).
27
Microsoft is a sample organizational culture that showed how a company could work, and
how important that culture was. While IBM has recovered into a great company, the late
eighties to early nineties show the cost of falling into the trap of weak organizational culture.
Organizational Culture and Leadership

Develop the Right Kind Of Organizational Leadership and Culture
Organizational culture and leadership can be difficult because terms like and
can seem somewhat, if not heavily, nebulous. We all know what leadership is, but how
would we describe it in concrete terms?
Ever try to explain to someone why we were willing to follow a certain person, but we could
not quite say why, only that they were a leader? Some of these terms are really intuitive, but
that should not prevent you from taking on an organizational culture, especially if we believe
there should be a shift, whether big or small.
There are several concrete steps we can use as a starting point to taking a leadership role
within and organizational culture. While this is not a perfect outline, it will give someone
who has a hard time dealing with culture a solid start to taking the early steps needed in order
to begin any adjustment or change needed.
Decide what culture we want?
There are several different ways to go. IBM takes pride in an ultra professional and efficient
set up with a strict manager to manager hierarchy that is clearly defined. Microsoft, on the
other hand, is known for having a very casual dress code and for giving their programmers a
huge amount of lee way in how they spend their day. For the individual who needs structure,
IBM is a better set up, for a non-conformist who works well in spurts, Microsoft
organizational culture is the better fit. Many people fall somewhere in between.
What specific things need to change? How can you do it?

Implementing change can be difficult, especially if you are replacing a system that has been
in place a long time. Not only might you face resistance, or employee’s uncertainty at the
new set up, but also you can count on all the little things going wrong. Don’t consider these
obstacles, but learning experiences. Be fluid and adapt and you will be in great shape.
Have a method in place to record/analyze change?
Leadership is a difficult role, especially when you are in the middle of a change of base
culture within the company. we will want to figure out an effective way of measuring change
and of being able to see whether your program is working or not. This might be one of the
most challenging aspects of the job especially when things like increased productivity might
not show up for weeks or even months. Employee surveys can be a good way to figure out if
basic attitudes are changing, and also consider the long term measurements. Managers don’t
get hired for one quarter, its long term. So is leadership.
Keep a steady course and keep to a well detailed plan and we will have no problem with
either organizational culture or leadership.
28
Organizational Culture Transformation

How to Transform a Corporation's Culture?
Organizational culture transformation can be a long and difficult process, but many
companies find the end result is well worth it. There is not one set culture that is right for
every company, as there are several very successful companies have very different but
equally successful organizational culture.
The first part of any transformation is the planning stage. We will want to analyze what type
of an organizational culture would best suit a company, and go about deciding the specific
concrete steps we can take to start towards that point. This will be a plan for enacting the
vision of a wanted organizational culture. This is not a one person job having a team that is
on the same page will make this much easier. During the planning decide what aspects of a
culture we should keep, and which really need to be touched up.
During and after the planning, have a specific strategy. We need to pick people who can
handle a whole variety of responsibilities and everyone needs to be on the same page. We
need to help everyone understand that transforming a organizational culture will be a long
term effort. No quick fixes here.
When we are actually implementing a plan, try to get everyone excited about the changes.
Know that not everyone is going to like the immediate changes, but that in the long run
having a lot of excited employees will increase energy, increase willingness to change, and
both of those will affect an overall ability to implement any plans.
If we have a particularly charismatic person who is behind the idea, talk with them to see if
they can be an accompanying for culture change. Having someone who is generally popular
and well liked pushing for change will likely make more people open to it as well.
These types of people can often ride emotional momentum, make fun and spread energy.
That may be we, it might not be. But finding someone who can really connect with people
during a time of change (which is naturally stressful) is going to increase a chances of
success. If we have positive momentum, use it. If we don’t, try to create it. Organizational
culture transformation is not easy, and there is no one event that is going to change things. A
consistent program of noticeable changes or movements every week will definitely help us.
The longer you build momentum, the better the chance that eventually the momentum will
carry itself and at that point we can watch the transformation take a life of its own. If we
reach this stage, we know things are beginning to really get moving "but don’t let up!
People are creatures of habit. If we get used to bad habits, then we all keep repeating them,
but the opposite is also true. If people get into good habits, and consistently repeat them, then
doing things the right way becomes easier because it is what you are now used to. Keep
working to transform your organizational culture, and eventually the repetition will really
pay off!
29
Organizational Culture Survey

How to Survey an Organization?
An organizational culture survey can focus on one of many different aspects

of a company corporate culture, or even focus on organizational culture in general.
Sometimes this information is used directly for business purposes, but some academics will
look at this information to try to answer cultural (as in societal) questions by taking surveys
and trying to determine if they give information that can be used to ask questions such as the
gap between women and men in CEO positions, or other such questions.
Certain organizational cultures are still inhospitable towards minorities and women, some
studies claim, but that is not necessarily because of racism or sexism. An inhospitable
organizational culture for these groups may simply mean there are not any role models
available.
Maybe everyone on up from a mid level position looks exactly the same, and without any
diversity, it can make someone from an unrepresented group wonder whether they actually
can work to success. The best companies obviously choose the best person regardless, but
scientist has shown that almost everyone naturally has some degree of inherent bias towards
what they are comfortable with.
What is more likely the case for these feelings is that business can be a very aggressive cut
throat area, and since for decades many corporations had only males, many organizational
cultures tended to be built around very masculine traits. Many of these traits, such as
ambitiousness, decisiveness, status, and authority are often stereotyped as being male even
though this really is not true. Any individual of either gender can carry those traits, and those
traits are not always a good thing.
While some companies may still lag behind others, good corporations have used
organizational culture surveys to figure out how to set up a system where individuals in both
gender groups can thrive. With the changes in education, and far more women now going to
college than men, it only makes sense that you want a system where anything involving race
or gender is completely irrelevant to employee’s job performance.
Companies that succeed in creating this type of an organizational culture are at a huge
advantage over competitors since they are in a position to fully maximize the benefit of
anyone specific talents.
This use of organizational culture surveys is nothing new been going on for decades. First
with many academics who were in business programs and commented on organizational
culture for use within the actual business community and then later by others, especially from
Europe, who attached how organizational culture worked and interacted with society culture.
Both methods go in depth as to reasons some organizational cultures are successful versus
others that are not, though the reasons for study end up being different.
Different countries also have different methods of organizational culture, so even between
different nations and different cultures a corporate model is most effective when it adapts to
take these differences into consideration.
30
A good organizational culture in Japan is going to differ from Spain just as Spain will differ
from the United States and the United States will differ from Brazil. The most successful
international companies have learned how to adapt, and it’s a safe bet that the use of surveys
and trusting local experts had a lot to do with that success.
Finding the right organizational culture is very important to your clients' futures. Their
progress in an organization will depend a great deal on their compatibility with it. They will
be rewarded for "fitting in" as much as for what they do.
Organizational Culture Analysis

Applying Culture Principles to an Organization
Organizational culture analysis brings out a large number of building blocks to the front that
combine to build overall organizational culture. While it can be oversimplification to try to
break down organizational culture into specific pieces, or it can be easy to get lost within the
individual pieces and lose focus of the big picture, another exercise that can be more helpful
is making a list of the individual stumbling blocks that can prevent a company from having
its ideal organizational culture. While this is not a complete list, here are some of the major
attitudes/obstacles that can be detrimental to the ideal work place.
Conformity: While we do want everyone to be on the same page, having everyone
completely thinking, acting, and doing things the same way prevents new ideas from
developing, stops new ideas from challenging and sharpening the old, and kills any chance of
a breakthrough innovation that puts us way ahead of the market.
Fear: Fear can be a major stumbling block in many different ways. A fear of taking risks can
make a company so conservative they fall behind and eventually get hammered by
competitors.
Fear can be the common fear of being seen as unoriginal, and thus not useful. Fear can be
having all our ideas shot down so viciously that we no longer share any ideas. Fear on any
level should be challenged and beaten. A strong culture can not thrive with fear.
Group think and extreme risk aversion: These are the two extremes on opposite ends of
the spectrum. A company with group think may take extreme risks, or they may not, but the
problem is there are never any new ideas because everyone is so inline with the CEO
thoughts that it doesn’t matter if they make sense or not, everyone is going to step in line.
Extreme risk aversion is when a company plays it so safe on major risks that they then play it
safe on moderate risks, then minor risks, and eventually become incapable of competing at
all.
Lack of common sense: This one can kill anywhere, but in the business world this is also
true. If a company has been pushing back negative profits for several quarters, acquiring a
smaller company or two could help if the are turning a profit. It’s not uncommon to watch a
struggling corporation look to acquire other smaller companies to generate buzz. Cleaning up
in house would have been a far smarter move.
31
Waiting for inspiration: Inspiration is a great thing but even the greatest artists and writers
in history talked about hard work and attention to details being far more important. Ernest
Hemingway was renowned for his work ethic. His first drafts of novels are stunningly bad
but he did not wait for that magical idea, he worked and re-wrote. The Old Man and the Sea
was re-written over 200 times before it was finally published, and is now considered one of
the great American classics.
Getting off target: In worrying about the small stuff. It’s easy to lose sight with the big
picture. While problems have to be broke down into manageable bits, do not become so
obsessed with perfecting the manageable bits that we lose sight of how that time can be more
effectively spent on the larger goal. Not everything has to be perfect.
A good practice of organizational culture analysis will help keep a business running
smoothly and effectively.
Effects of Organizational Culture

What Are Some Effects of Organizational Culture?
The effects of organizational culture are many and varied. Obviously the affects of
organizational culture varies depending on whether the company has a strong culture or a
weak culture, but there are some generalities that apply. We want to focus on the positive
effects that occur when a company makes a concerted effort to establish a strong positive
organizational culture at the work place.
Many workers are spending more and more time at work. Depending on the job or company,
many workers would put in 50, 60, or even more hours a week. The old axiom goes that a
happy worker is a productive worker, and this is one of the effects of organizational culture.
Workers want to enjoy work. They want to be interested in whatever going on that day, or
long term goals. Being part of something meaningful that the worker enjoys makes the whole
experience of work better, which will make them more productive. The effects of
organizational culture should help provide this setting.
A strong organization will focus on the environment it creates for its workers because that
will help encourage a more efficient and productive company. Focusing on building and
sustaining organizational culture shows employees that they are considered an important part
of the company. This type of company generally has among the best response from its
employees and thus will also have a much better chance of achieving its goals. There are five
major reasons for wanting to create an appropriate and positive organizational culture for a
company:
A strong organizational culture will attract high level talent. The high level talent
entering corporations want to go to the companies that offer opportunities for advancement
and to show off their talents. The best people can be choosy and they will strongly consider
the companies where the organizational culture appears effective and positive and the
workers get along with each other and are united in their goals of making the company better.
32
A strong organizational culture will help to keep top level talent. If workers love the job
they are at, and feel like valuable members of a team, then they are not likely to want to go to
another company. A top notch culture will not only attract the best new talent, but help retain
them afterwards.
A strong culture creates energy and momentum. Once a strong organizational culture is
built, it will gain a momentum of its own and will help to allow people to feel valued and
express themselves freely. The excitement and energy this will cause will end up being a
positive influence that affects every part of the organization.
A strong and successful organizational culture should alter the employee’s view of
work. Most people think of work as boring, aggravating, stressful, etc. Instead of thinking of
work as a place you have to go, a solid culture can make employees look forward to work. If
the workers love coming into the job, they are going to work harder, and put more effort into
any job. Everyone wants a job that they enjoy, and most people are willing to work: but it’s
easier to work hard in a job you enjoy than in one you hate. Same principle applies to
everyone else, too.
A strong and positive organizational culture will help make everyone more efficient and
successful. From the lowest mail room worker to the highest CEO, a strong culture helps
everyone. We often hear this type of description made with a professional football team.
33
Organizational Culture & Organizational Structure

Relationship between Organizational Culture and Organizational Structure
There is a ton of information out there on organizational culture and about

every detail of it we can imagine. The relationship between organizational culture and
organizational structure is an important theme that is often overlooked. The two can be
difficult to clearly distinguish from one another and even more so to clearly define within an
institution. Organizational structure works within an organizational culture, but it is not
completely separate. The two are very much intertwined.
Organizational culture is more of a larger picture, a more general term that refers to a large
umbrella of smaller topics and issues within an organization. The structure refers to the
infrastructure, and the various methods and practices within that infrastructure, that helps an
organizational culture run with the efficiency and consistency that should be the hallmark of
any healthy organizational structure, whether it is in a corporation, sports team, or any other
set up that is large enough to create its own organizational culture.
This makes the structure an integral part of any organizational culture, but also narrows out a
very specific segment of the culture as its own responsibility. Organizational structure will
deal primarily with the set up of the culture. How management works, which specific
responsibilities supervisors have, how a complaint is passed through the ranks-these are all
issues within the organizational culture that are directly tied to how an organizational
structure works. The structure is not limited to those three examples, but it would certainly
include all of them.
Another common way to describe how structure works is to say that organizational structure
is the way in which the interrelated groups within and organization are set up to allow them
to function smoothly from a larger standpoint. The two main purposes of a successful
organizational structure are to ensure effective communication between various parts of the
company, as well as to increase coordination between different departments.
Some theorists have even broken down the concept of organizational structure into several
categories to describe the phases which businesses go through as they grow in size and scope.
The first is the pre-bureaucratic structure, which is mainly known for lacking a structure
that standardizes tasks. This set up is great for small businesses, and ones that don't have
many repeat scenarios, and therefore have to be adaptive.
The next level is bureaucratic, which is where there is larger organization which requires a
degree of standardization in paperwork, processes, etc. While bureaucracy has a negative
connotation, it can be a good thing in small doses, especially in tackling issues that will
become recurring themes in larger businesses. There is also the post bureaucratic, which has
a more nebulous definition and is seen as more of a theoretical term, but might be referred to
more recent, cultural based models of leading.
As we can see, the relationship between organizational culture and organizational structure
can be hard to tell apart, but in a fully healthy culture that is exactly what should be expected
when all is functioning normally.
34
Organizational Culture Profile O' Reilly

What O'Reilly Thinks
There are many individuals who are well known among those involved in the
field of organizational culture. Organizational culture is studied in the halls of academe
among major schools and universities, as well as among all the major corporations. Among
the many individuals involved in the field of corporate culture, the organizational culture
profile O' Reilly boasts is not one to be taken lightly.
Charles O' Reilly is a professor at Stanford Business School and author of the book:
"Winning through Innovation." This work studies organizational culture, and how to look
at how various individual companies. The book discusses how in a modern job market that is
as heated and competitive as it has ever been, it's not only enough to recruit strong talent, but
companies also need to learn how to develop the talent they have internally to maximize the
potential of each and every employee there.
The book discusses theories on positive organizational culture and includes multiple case
studies focusing on companies such as, Cisco, Men's Warehouse, and PSS World. Their point
is to use examples of companies that have found a way to use organizational culture in order
to fuel strong success.
Part of the strong success has been a result of not having to go outside of these companies for
talent, but being able to keep employees happy enough at even the lowest entry level to stick
around-thus keeping a large and experienced pool of workers in the company to choose from,
employees who already know how the lower levels of the companies work, when a new
supervisor or other higher position needs to be filled.
Professor O' Reilly sets up the structure of the book so that after a brief company history, he
discusses in a very simple and straight forward manner each corporation's individual culture
and policies, even including some discussions with some of these businesses' highest
executives.
There was a time when many supervisors believed in wielding their authority like a blunt
club, but that time has passed. One thing all of these companies have in common, something
O' Reilly focuses in on, is that they all treat their employees well. Companies, whose
employees believe they are part of the large picture, and who view the company's success as
paramount to their own, almost always show the best results, get more work out of their
employees, have a higher customer satisfaction, and simply run more efficiently and
experience less waste than their competitors.
Part of this is not finding square pegs for round holes or vice versa. In his organizational
culture profile O' Reilly shows that the companies that have the greatest success are the ones
that can not only identify their own culture, but also work very hard to ensure that the
individuals they recruit fit into that corporate culture.
Look at it like a football metaphor: you can have a great quarterback and good wide
receivers, but if your receivers are slow you don't want them running deep routes, if they're
fast, we don't want them running 5 yard routes-it wastes their skills. The best companies not
only have a good system, but also the right employees to thrive.
35
Culture and Organizational Behavior

Culture and Organizational Behavior Revisited
Culture and organizational behavior were not always two topics that were considered side by
side of one another. In fact, this concept which may seem common place, and even common
sense now, first gathered steam only a little over twenty years ago. In the 1980s, there was a
large push in the area of theory to pay attention to organizational culture as an important
factor in individual organizational success. Many experts started arguing that developing a
strong organizational culture was essential for maximum success. Most people agree that a
solid connection is there, although there remains some degree of argument as to how
influential it really is.
The behavior found within a successful organization will in part be due to, and continually
nourished by, a healthy organizational culture. It's extremely important to know what type of
behavior culture has the greatest impact and how culture works to control the behavior of
members of that particular organization. The culture will affect the organization, just as the
opposite is true. Behavior is a learned habit, and the process of socialization that teaches new
employees the habits of those workers already there is one of the major parts of
organizational culture.
The behavior of individuals within a culture will depend greatly on the behavior that is
encouraged by the higher ups, and by the general organizational culture that any corporate
entity.
There are always decisions that have to be made about a business that leans the culture, and
therefore the behavior of the employees there, one direction of the other (though most fall
somewhere in the middle). The following are some examples of the different conflicting
emphasis that can clash with each other in determining the behavior of the employees.
Social Focus vs. Task Focus: The emphasis here determines whether decisions are made on
the condition of improving relationships as the bottom line, or if having the assigned tasks
finished is most important.
Individual vs. Team: This is pretty self explanatory. Do we encourage team players, or do
we only need individual cogs to do their part?
Cost Control vs. Happy Customers: This is where many businesses can go wrong. This
determines how concerned individual employees and supervisors should care about happy
customers and general service as opposed to minimizing operating costs, sometimes at the
price of customer service.
Power distances. Is the CEO unreachable to all but the other executives? Does a manager
have complete power over us, or is she/he like a co-worker who simply has final say? This
can change attitudes drastically.
These are only a few of the factors of organizational culture that affect organizational
behavior and vice versa. The two influence each other, and often times the culture will help
to dictate the behavior and the behavior will come back around to reinforce the
organizational culture. The relationship between culture and organizational behavior is
undeniable, to the benefit of some, but to the detriment of others.
36
Organizational Culture Journal

Why an Organizational Culture Journal Helps a Business?
There aren't many organizational culture journals that focus solely on organizational culture
and its effects on individuals, but one might be surprised at the level of coverage the concept
and theory of organizational culture has in a wide range of journals. While now most
commonly seen as a study in corporate culture, studies on organizational culture appear in
journals that talk about business, sports, psychology, and sociology. So while there may not
be one specific organizational culture journal, there are many journals where articles and
studies about organizational culture are studied.
Organizational culture is often discussed in the context of transformational leadership,

general organizational effectiveness, and outside of discussing business; this term appears
most often in reference to successful sports franchises, which with their multi-leveled
management and need to produce tangible results against competition, often are run like
corporations.
A good organizational culture is one that is said to inspire members to contribute and excel
beyond the regular expectations of the industry for someone in their position. This is
especially true of leaders/supervisors that should provide the others with strong levels of
support, be personally involved without being suffocating, and showing the type of
appreciation that is likely to inspire loyalty.
Organizational culture can be described as the deeply rooted beliefs, values, assumptions,
and standards that will shape the normal behaviors of any group, whether it is a sports team,
government, charity, or corporation. Having a positive organizational culture will result in a
large series of positive differences, including increased staff alignment, increased general
effectiveness in organization, increased employee productivity, and very high levels of
employee commitment.
One aspect of organizational culture that many journals seem intrigued by is the revelation
that with an actual organizational culture that can be shared, taught, and passed on; it appears
that a culture can actually produce leadership.
The idea of transformative leadership used to be thought of as one individual far ahead of
their time who had the ability to mix amazing foresight with a practical knowledge to
implement a new way of doing things. While this can still be true, organizational culture has
shown that providing a great environment where normal individuals can simply be
encouraged to reach their potential within a structure that encourages such.
A great structure with a strong culture can produce the same strong results as a charismatic
leader, and sometimes even more so since many people put in a position to succeed may be
able to overcome large obstacles easily that a single individual, no matter how trend setting a
leader, could defeat himself
This is proven once again in sports, as often times the best players in a sport are not
necessarily the ones winning championships-the best teams are. The idea that organizational
culture journals explore is that ideal systems that encourage and uplift everyone involved
garner far more, and far better, results than those that do not.
37
Since organizational culture tackles the very theoretical basis of leadership, team work, and
success, it's safe to say that many journals across the various disciplines will continue to
make in depth studies of this topic for many years to come.
Implications of Organizational Structure Culture

The Implications of Organizational Structure and Culture
Organizational culture creates a number of various concepts, strategies, and situations which
affect every level of planning when it comes to any type of hierarchical institution. The
implications of organizational structure and culture apply to companies, corporations,
charitable organizations, governments, and even sports teams/organizations.
Organizational culture and the organizational structure, that both partially defines and is
partially defined by, that very culture. Understanding how the internal structure and culture
operates, and machinery behind the scenes that runs it, will allow those within the
organizational culture to organize and strengthen the good, cut away the bad, and actually
manufacture an environment that breeds and encourages success among its members.
Why are the culture and the internal processes so important? Many leadership theorists and
coaches have found that ineffective leadership often tends to be one of the major causes of an
organization's diminishing and weakening. Even a government example from history can be
ancient Rome. During a series of terrible emperors, the structure and culture was strong
enough to often overcome it, even for decades at a time-but without strong top end leadership
eventually the mid level governing and organizational culture collapsed, resulting in the
eventual failure of the culture.
To be healthy for the long term, a corporation must have strong leadership and a strong
organizational culture. Even though some of the strongest companies or organizations may
be able to tread water for a long period of time, or even do well, if the culture starts to erode,
it's only a matter of time until the larger structure collapses.
So if top leadership is so important, why does the rest of the organizational culture also have
to be functional in order to have an efficient governing body? Great leadership is needed for
an organization to have strong culture, but the reversal is also true. Even great organizational
culture will eventually dull, and then erode completely without strong leadership to help keep
everything running smoothly.
Leadership and organizational culture are seen by theorists and practicing business
executives alike as being tightly intertwined. Leaders must have a deep understanding of the
identity and impact of the organizational culture in order to understand what kind of
management and adjustment is needed within the company, as well as knowing how to
communicate their vision to the rest of the company.
38
How organizational structure and organizational culture works? The model makes the
practical study of implications of organizational structure and culture important. From
corporations to government to sports teams, the study of how structure and culture impacts
the overall picture can show a better way to make an entity work. Use a sports team as an
example: most teams who have the head coach as the GM doesn’t do as well as the teams
who split the duties between two individuals who can work together towards the same
common goal.
This has shown that an excellent organizational structure with good personnel that has
everyone looking at the same goal is better than excellent but conflicted personnel. Those are
only a few of the implications that result from a close study of corporate culture and
structure.
39
Analyze the Organizational Culture

Why Employees Need To Analyze the Organizational Culture?
Organizational culture is part of every corporation and major organization. An understanding

of organizational culture makes sense for certain people. There are professors who study it on
a theoretical basis. There are also executives who want to figure out how to run their
corporations more efficiently to gain an edge on competition. But why should a common
employee, or even a potential employee, analyze the organizational culture of a potential
employer?
There are several good reasons that employees should look beyond the salary and benefits to
figure out what type of an organizational culture would be the best fit for them. There is
strong competition among companies to hire the best and brightest, and one of the side
effects of technology is that the competition is actually fiercer than it has been in the past,
giving potential employees right out of college maybe more bargaining power than they have
ever had-you don't have to settle for the first job that comes along and be thankful for scraps.
Employees should find a good company that fits with their personality. If an individual is
really comfortable with dress khakis, belt, and long sleeve pressed shirt as casual wear, then
maybe that company whose idea of "Casual Friday" means ties are optional is an all right fit.
If you like getting down and dirty in the field before coming back to manage, then even if
that is the "best" company, it might be a terrible fit for you. Too many people work jobs that
they hate because they just don't fit into the organizational culture. This is something that
could have been avoided with a little research ahead of time.
An organizational culture will have its own social identity and many times a conflict between
a new employee and his/her co-workers can come because there is a socially accepted
identity by the group, and that identity might not fit the new worker or vice-versa. The
establishment of one's identity is always going to be a matter of individual choice, but then
acceptance into the hiring culture usually occurs when your views and beliefs line up with
theirs. If there is an inherent conflict, then you are at a serious advantage.
In some ways, acceptance into an organizational culture can be a lot like socializing in high
school. You had the jocks, the preppies, the geeks, the cheerleaders, etc. Each general group
could choose to accept you or reject you based on a series of unspoken rules shared by each
member about how you can and should act. These groups reinforce the social identities that
are already there, and reject those that don't fit in. In the same way, each organizational
culture has its own series of unspoken guidelines or understanding about what is and is not
appropriate behavior. Breaking these taboos can result in cold shoulders and general
rejection. Not only does this make work harder, but it can even affect your personal
professional goals.
Employers should analyze organizational culture to make sure the company is the right fit.
Too many people work at jobs they hate-don't be one of them.
40
Chapter-3
Research Methodology
41
Methodology
To finish our research paper we needed various type of information’s. We took help of many
publications and source.
We use two types of data source-

1. primary data source
2. secondary data source
Primary Data: We use some first hand data’s in our research and biggest portion was from
the survey work we have done. We interviewed some person who works in GS Enterprise.
Secondary Data: We used help of some published work too. Most of them were collected
from internet from web site.
Method: To prepare this report we use survey method, which consists by questionnaire
process. We also use observation method, which we gather from GS Enterprise corporate
culture.
Tool: As a tool we use correlation prediction. Correlation prediction use for analyze the
primary data.
42
Chapter- 4
Company Overview
43
Profile
GS Enterprise Pte. Ltd. has established in 1992 as a trading house based on Import, Indent
and Wholesale distribution over 100 items of raw materials and chemicals in various sectors.
The company has great partnering with the customers and the suppliers and practicing the
teamwork to reach the goal and to satisfy the customer’s need.
The company follows the modern Marketing concept is to maximize the profits through
customer satisfaction. In supply chain and procurement business the company is ready to
offer products even in JIT (just in time) concept. That means within or less than 6 hours
period of time is enough to complete the deal, which is the basis for advancement. They have
four warehouses in different locations in Dhaka city to serve better.
Clients & Suppliers:
They’ve a trustworthy and strong supply source over the globe. G.S. Enterprise believes
on win-win operational concept, seeking extensive cooperation with all circles and creating
unlimited business opportunities for advancement as well as good clientele database.
Out sourcing:
The company is building strong outsourcing network globally, everyday is a new day for
advancement
G.S. Enterprise Pte. Ltd. is handling:
Industrials
Aromatics
paints
Plastics
Pharmaceuticals
Textiles and rubber chemicals
44
Chapter-5
Analysis and Findings
45
The personal records of the interviewee that we have collected are given bellow:
Respondent
No Gender Age Duration Designation LAD
1 1 39 17years General Manager B.S.S
2 1 27 3 Months Jr. Ex(Fin & Acc) M. Com
3 1 34 4 years Accounts Manager Hons accounting
4 1 32 5 years Acoounting manager MBA
5 1 35 2.5 years Financial Acc.Manager MBA
6 2 20 3 Months Receiptionist HSC
7 1 28 5 years Marketing Manager MBA
Accounts and Finance
8 1 42 10 Years Manager MBA
9 1 25 2 Months Assistant Accounts BBA
10 1 30 3 Years Sales Marketing Exe. BBA
11 1 33 13 Years Senior Sales Asst. SSC
12 1 26 14 Months Marketing Exe. BBA
13 1 32 3 Years Commercial Officer B.Com
14 1 36 13 Years Sales Asst. I.Com
15 1 28 9 Months Designer MFA
16 1 35 4 years Senior Exe. MA
17 1 31 5 years Asst.Manager M.Com
18 1 36 3 Years Sales Dakisl
19 1 33 2 Years Purchase Officer B.S.S
20 1 43 4 Months Senior Exe. MBA
The researcher suggests that there are seven primary characteristics that, in aggregate capture
the essence of an organization culture:
1. Innovation and risk taking.

2. Attention to detail.
3. Outcome orientation.
4. People orientation.
5. Team orientation.
6. Aggressiveness.
7. Stability.
46
ANALYSIS: Information analysis has divided into two categories.
1. Characteristics of organizational culture.

2. Job satisfaction
Interpretation:
We have conducted a research on The Impact of Organizational Culture on Employee

Satisfaction and Productivity. We have chosen two variables for the research; one is
independent variable (Organizational Culture) and another one is dependent variable
(Employee Satisfaction and Productivity). We had to survey and analyze on the response of
the respondent (no of respondent 20) against 32 questions of the some randomly selected
different professionals to reach a conclusion. We have asked two types of questions (active
and passive) of two dimensional (negative and positive). The response was varied respondent
to respondent because of different perception or the different organizational culture/settings.
Here the correlation between Organizational Culture, Employee Satisfaction and Productivity
is positive. The correlation is 0.27 which indicates a positive correlation between them. This
explains that when the Organizational Culture improves the Employee Satisfaction and
Productivity increases. The correlation is 0.27 indicate that the employee satisfaction and
productivity is less than average
Additional Findings:
 The organizational culture is favorable to the employees.

 Interpersonal relationship of the organization is nice except some rare cases.
 Employees get assurance in terms of their career from the employer and the company
 Company believe in the participative decision making process.
 The employee turnover rate is low in higher level and moderate rate in lower level.
 The employees have some tendencies to think about their personal interest.
 They are risk averse
 They are not so much innovative
 They emphasize the present outcome more than the future.
 They always try to perform the emergency jobs than important jobs.
 The organizational culture creates some barriers in a dynamic business condition.
47
Chapter-6
Conclusion
48
Conclusion
We have overviewed on the definition of organizational culture, organizational culture,

analyzing organizational culture, organizational culture profile, type of organizational
culture, elements of organization culture, healthy organizational culture, organizational
culture questionnaire, what is a healthy organizational culture?, organizational culture
perspective, definition of socialization organizational culture, organizational culture change,
sample organizational culture, organizational culture and leadership, organizational culture
transformation, organizational culture survey organizational culture analysis, effects of
organizational culture, organizational culture & organizational structure, organizational
culture profile o' reilly, culture and organizational behavior, organizational culture journal,
implications of organizational structure culture, analyze the organizational culture. Culture
helps the organization to accomplish what it desires to achieve. The corporate culture as a
management programmed has great motivating impact to motivate employees to improve
their own and organizational performance. According to our survey in GS-Enterprise we find
positive correlation means good Organizational Culture ensure Employee Satisfaction and
Productivity.
49
Chapter-7
Recommendation
50
Recommendation
We have found out some significant problems that are availed in the organizational settings
that hampered the satisfaction directly and indirectly of the employees. We have some
suggestions to improve the working conditions of the organizations:
 Company has to provide training to the employees to realize the importance of the
common objectives of the organizations.
 Company has to encourage the employees to think about the organizational interest
along with their personal interest.
 Company has to inspire the employees to be risk lover.
 Company has to arouse the employees to be innovative.
 Company has to encourage the employees to emphasize more about the future than
present outcome.
 Company has to encourage the employees to emphasize to try to perform the
important jobs than emergency jobs.
 Company has to encourage the employees to improve the organizational culture
creates in a dynamic business condition.
51
Chapter-8
Reference
52
References
To prepare this research paper we use different source, which help us tremendously. We use
books, internet and article.
The books are:

Organizations Behavior- Robbins
Organizations Behavior- Robbins & Judge
Behavior in Organizations- Greenberg Baron
Management & Organizational behavior- cook & Hunsaker
We also visit these web sites:
http://cims.ncsu.edu/downloads/Research/71_WDWK_culture.pdf
http://managementhelp.org/org_thry/culture/culture.htm
http://humanresources.about.com/od/organizationalculture/a/culture_change.htm
http://en.wikipedia.org/wiki/Organizational_culture
http://www.gs-enterprise.com/
http://www.languages.ait.ac.th/el21meth.htm
53
Chapter-9
Appendix
54

The Impact of Organizational Culture On Employee Satisfaction & Productivity

Transféré par

Informations du document

Titre original

Copyright

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

The Impact of Organizational Culture On Employee Satisfaction & Productivity

Transféré par

Droits d'auteur :

Generated by Foxit PDF Creator © Foxit Software

http://www.foxitsoftware.com For evaluation only.

The Impact of Organizational Culture

The Impact of Organizational Culture on Employee

Emam Hossan 111072049

It is to certify that the research paper on “The Impact of Organizational Culture on

Date Emranul Huq

January 21, 2009

We hope this practical experience will help us in future to build up carrier.

Chapter- 4 Company Overview ...........................................................................................43

Organizational culture is an intervening variable. Employees from an overall subjective

Organizational culture indicates how well an organization continues operation. So to ensure

Origin of the Report

 Does the company emphasize following established processes to complete a task, or

Sources of Data Limitation:

Definition of Organizational Culture

Organizational culture, sometimes also referred to as corporate

Organizational culture is the phrase much more likely to be used

Analyzing Organizational Culture

Organizational Culture Profile

Type of Organizational Culture

Elements of Organization Culture

Healthy Organizational Culture

Organizational Culture Questionnaire

Organizational culture questionnaires can be used to garner information for a

What Is A Healthy Organizational Culture?

Organizational Culture Perspective

Definition of Socialization Organizational Culture

Organizational Culture Change

Sample Organizational Culture

Organizational Culture and Leadership

What specific things need to change? How can you do it?

Organizational Culture Transformation

Organizational Culture Survey

An organizational culture survey can focus on one of many different aspects

Organizational Culture Analysis

Effects of Organizational Culture

Organizational Culture & Organizational Structure

There is a ton of information out there on organizational culture and about

Organizational Culture Profile O' Reilly

Culture and Organizational Behavior

Organizational Culture Journal

Organizational culture is often discussed in the context of transformational leadership,

Implications of Organizational Structure Culture

Analyze the Organizational Culture

Organizational culture is part of every corporation and major organization. An understanding

We use two types of data source-

G.S. Enterprise Pte. Ltd. is handling:

1. Innovation and risk taking.

ANALYSIS: Information analysis has divided into two categories.

1. Characteristics of organizational culture.

We have conducted a research on The Impact of Organizational Culture on Employee

 The organizational culture is favorable to the employees.

We have overviewed on the definition of organizational culture, organizational culture,

The books are:

We also visit these web sites:

Vous aimerez peut-être aussi