Organizational Culture in Institutions and Organizations
Every organization has to manage a host of competing needs subject to organizational structures. These needs are usually internal and might threaten the efficacy of the organic organizational structure within the company. Therefore, it is necessary to balance these needs, particularly in market-designed organizations, to ensure the pursuit of every opportunity. The major challenges of balancing organizational change are; the existence of various sub-cultures, employee selection, socialization, cultural forms, and leadership differences between employees within the organization.
Most organizations develop socialization according to the divergent cultures within an organization. However, socialization may be limited by differences in religious practices and beliefs, class differences, or personal convictions (Sun & Xu, 2012). These dimensions of social change threaten the development of an organic organizational structure. They also compete with other needs in terms of time and attention hence limiting organizational structure. Although most organizations develop a rigorous recruitment system to ensure they select employees that re-align with the organic structure, the human resource team might select a member with different perspectives from those of the organization (Reisyan, 2016). These differences might be concerning customary behavior hence hijacking the desired organizational structure. According to Reisyan (2016), effective communication is significant in the development of socialization. The transfer of organizational practices by newly recruited employees from previous organizations may limit their new work station’s corporate culture.
Cultural forms manifested through the rigid manifestation of culture also limits the competing needs of organizational culture. These cultural forms occur through observable elements through which employees of a cultural affirm and express a cultural preference. This limits association since multiple sub-cultures are developed within the organization. Ayub Khan and Smith Law (2018) highlight the different cultural forms that should be utilized as levers for initiation change within organizations. The cultural leadership differences based on practices also compete with other needs, compromising the development of an organic organizational structure. The various facets of leadership culture include personal qualities, follower attributions, administrative actions, and leadership style. Fontes (2014) perceives cultural leadership as an emergence from the founders of the organization who tend to impose their cultural assumptions on an initial lot of employees. Eventually, an environmental context is established, which might fail to coincide with other needs subject to organic organizational structure.
The workplace provides a consistent environment for individuals to operate regardless of their social class. The cross-cut encounters allow interaction across various social classes. However, social class at the workplace may emerge as an apparent due to institutionalized structures. Social class development presents a socioeconomic status, which competes with other organizational structure needs (Park Kil-Tae, 2014). Gender presents a social class inconsistency since more males are appointed in promotions than females. Also, most boards constitute of males rather than females. This establishes a conflict between needs regarding organizational structure at the workplace. In occupation, some professions are male-dominated, making it a challenge to institute an organic organization structure. For instance, tech-organizations are dominates by males with a limited representation of females. This makes it difficult to achieve an organizational culture that ensures gender parity. In such contexts, addressing the cultural precedent subject to gender-inequality overrides other needs hence creating conflict.
According to Young (2017), culture can simultaneously be cultivated but remain organic if it understands equity and allows its employees to self-select. The organizational structure should be developed to ensure inclusivity, which translates to collective ownership between the management and employees. Self-selection creates room for every employee, making them committed to the desired outcomes of the organization. It guarantees the distribution of responsibility through a criterion that leaves everyone happy and motivated.
References
Ayub Khan, M., & Smith Law, L. (2018). The role of national cultures in shaping the corporate management cultures: A three-country theoretical analysis. Organizational Culture. https://doi.org/10.5772/intechopen.78051
Fontes, R. (2014). Implementation of operational excellence: Challenges related to employee perception and organizational culture. https://doi.org/10.22371/05.2016.017
Park Kil-Tae. (, 2014). A study on the impact of the organizational culture and the organizational commitment on turnover intention in social welfare employees. Institute for Humanities and Social Sciences, 15(3), 291-318. https://doi.org/10.15818/ihss.2014.15.3.291
Reisyan, G. D. (2016). Management of organizational culture. Neuro-Organizational Culture, 245-286. https://doi.org/10.1007/978-3-319-22147-2_5
Sun, S., & Xu, Z. (2012). Cultural values and their challenges for enterprises. International Journal of Business Administration, 3(2). https://doi.org/10.5430/ijba.v3n2p68
Young, N. C. (2017). Imparting the organizational culture. Communicating for Managerial Effectiveness: Challenges | Strategies | Solutions, 73-94. https://doi.org/10.4135/9781071800829.n4