Introduction
Organization culture is the beliefs and values of an organization that makes it different from others. It spells out the mode of behavior of employees in the organization. It sets standards that must be met by every employee in the organization. Organization culture gives an organization a sense of identity. It differentiates an organization from the other organizations. It incorporates norms and behavior that must be followed by every member of the organization. It helps to usher in new members as it stipulates what is expected of them by the organization. It gives the organization guideline on how to achieve its set rules and regulations. This helps to increase the success of an organization.
One of the types of organization culture is group culture. It is associated with teamwork and cordial relationship between employees. It ensures that there is cohesion between employees in the organization. This increases morale among the employees hence increasing their labor productivity. The manager of an organization can ensure there is group culture by:
Segregation of labor among employees
This helps the company to assign duties to the employees. It is a process of isolating different duties and roles and assigning them to different individuals. This tool ensures that the work is efficiently allocated to each employee. This reduces backlog of work to some employees. This method ensures that employees are assigned roles that they can be able to perform given their job skills. Segregation of labor also ensures that employees are able to interact hence ensuring there is bonding of employees at the workplace.
Conducting team building events
This ensures that employees get enough time to bond. During this time, the new employees get to learn the norms and values of the organization. This way, they know how they are expected to behave in the organization. New employees are also able to know the successes of the organization and know the previous performances of the organization.
Linking performance management to mission accomplishments
This involves setting up goals to be met by every employee. This ensures that all employees perform to their level best. Every organization has its mission. Therefore, it is the duty of all employees to work to accomplish the mission of the company. Performance management is vital to the accomplishment of these set goals. It ensures that there is quality performance of every employee in the organization.
Rational Culture
Another type of organization culture is rational culture. This focuses wholly on achieving the set goals and objectives. It ensures that the whole workforce is motivated towards achieving the set goals and objectives of the firm. it also ensures that employees have the skills required for their job. This type of organization culture focuses wholly on achieving success in the organization. The manager can ensure there is rational culture by:
Conducting employee training
This involves setting up institutes to facilitate education of employees. This will ensure that all employees acquire the necessary skills required for the job. Undertaking training of employees makes them conversant with the work they are doing. This helps the organization to achieve its objectives.
Human resource assessments
These are tests carried out to determine the efficiency and work rate of individual employees. This involves setting up assessment programs in the organization’s human resource management department. These assessment programs help to determine the compliance of human resource activities with the law. This ensures that all the activities undertaken by employees are as stipulated by the law. These programs also help to determine how effective the company is achieving its set goals. Therefore, these programs will help the company to determine the impact of human resource to the organization’s mission accomplishment.
Ensuring there is workforce planning
Workforce planning is the process of altering an organization workforce to meet the growing demands of the organization. This involves setting out the roles of each employee in the organization. It also highlights the areas where every employee will be undertaking his work. This stipulates all the duties of the senior and the junior employees. Workforce planning also involves setting up a workforce transition plan that identifies the current and future required sets of goals. This ensures that future roles are properly stipulated and assigned. Workforce planning reduces conflicts of interests. It also eliminates all the confusion that may arise due to lack of a proper assignment of duties.
Ensuring there is self-efficacy in the process of recruitment
Self- efficacy is the measure of an employee’s competency to perform certain tasks. This is a key role of the human resource management department of any organization. This ensures that the organization recruits competent employees with the required skills to perform the tasks. Competence of human capital guarantees provision of quality services. It also ensures that employees are able to maintain the standards of quality of the organization.
Conclusion
Organization culture is essential to any organization as it gives organizations identity since different organizations behave differently. Rational culture ensures that the manager is able to motivate employees into achieving the set goals and objectives. Managers strive to ensure that they recruit competent employees who can maintain the standards of quality of the organization. Group culture ensures that there is bonding of employees hence they are able to maintain cohesion within the organization.
Works Cited
Madu, Boniface C. "Organization Culture as Driver of Competitive Advantage." Journal of Academic and Business Ethics (2008): 1-9. Document.
O’Donnell, Orla and Richard Boyle. "Understanding and Managing Organisational Culture." (2008): 1-72. Document.
Rashid, Zabid Abdul, Murali Sambasivan and Azmawani Abdul Rahman. "The Influence of Organizational Culture on Attitudes Toward Organizational Change." Leadership & Organization Development Journal (2004): 161-179. Document.
