Question for Review of Organizational Behavior
Question for Review of Organizational Behavior
Describe three theories or perspectives on organizational culture (the strong culture perspective, the fit-culture perspective, and the adaptation-culture perspective). Organizational culture embodies a set of shared beliefs, norms, and behaviors that are shared by an organization’s members. According to Nelson and Campbell (2015), these shared values and beliefs have a strong influence on employees and stakeholders of an organization (p.4). Ideally, they guide their day-to-day behaviors and actions (Buchanan and Huczynski, 2013, p. 5). Organizational culture can be an asset for an organization that energizes, perpetuates, and enhances human behavior. Research indicates that a proper utilization of culture can sustain or accelerate business results. It can be influenced and steered in a conscious manner towards enhancing its impact on performance.
The strong culture perspective suggests that the strength of an organization’s culture emanates from the level of agreement among its members about the significance of the specific beliefs, traditions, and behavioral rules. A strong organizational culture is characterized by cohesion around the norms, values, and beliefs of an organization. Strong cultures have two or more strong leaders who articulate the beliefs, values, norms, and behavioral rules that are aligned with the strategic direction, customer needs, and competitive environments. In fact, even outsiders can recognize a strong organizational culture because they create high motivation level among the members and are aligned with goals of an organization (Nelson and Campbell, 2015, p. 13).
The fit perspective suggests that culture is appropriate for an organization only if it fits the strategy of the firm or if it is applicable in the industry. Some of the industry perspectives that affect culture include customer requirements, competitive environment, and expectations of the society. The adaptive perspective suggests that a culture that promotes risk-taking and encourages confidence among employees embodies the leadership that can produce change and focuses on the customers’ changing needs.
It is relatively difficult to change the organizational culture of a firm because it is deeply embedded or ingrained in the system. An organization’s culture serves as its DNA, and it determines the way the organization works as well as its eventual success. A firm and its culture are interdependent and reciprocal. Organizational culture also reflects the deepest beliefs and values of an organization (Fulop and Simon, 2009, p. 46).
References
Buchanan, D. and Huczynski, A. (2013). Organizational Behavior. London: Pearson Press, 2013. Print.
Fulop, L. and Simon, L. (2009). Management & organization a critical text. U. K: Palgrave Press.
Nelson, D.L. and Campbell, Q. (2015). ORGB Organizational Behaviour. Unites States of America, Cengage Learning.
