Organization culture

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Acting more like a family than a structured corporation, companies with this type of culture are concerned with teamwork and morale.

In a clan culture the behavior of individuals are shaped by tradition, loyalty, personal commitment, extensive socialization and self-management.

Organizations displaying the clan culture strongly emphasize internal collaboration.

3 - Market culture:

This culture is built on competition and achieving concrete results. The workplace is competitive, with leaders who are tough and demanding. The focus is goal-oriented and the major concern is getting the job done. The organization is united by a common goal to succeed and beat all rivals. People are competitive and goal-oriented. They are encouraged to set difficult goals and strive to achieve them. The main value drivers are market share and profitability.

The performance of the employee is closely monitored and often directly rewarded or punished.

A market culture emphasizes competitiveness not only between the organization and its market competitors but also among employees.

4 - Adhocracy culture (entrepreneurial culture):

This culture is based on energy and creativity. Employees are encouraged to take risks, and leaders are seen as innovators or entrepreneurs.

The workplace is dynamic, entrepreneurial and creative. Innovation and risk-taking are embraced by employees and leaders.

A commitment to experimentation and thinking differently are what unify the organization. Being an industry leader is important. Individual initiative and freedom are encouraged.

It is based on the ability to adapt quickly to changing conditions. In a more general sense, adhocracy contrasts with bureaucracy.

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1 - Video: It’s all about culture.

https://www.youtube.com/watch?v=sO2vNyBroco

2 – Text:

What Is Organizational Culture?

People in every workplace talk about organizational culture, that mysterious word that characterizes the qualities of a work environment. One of the key questions and assessments, when employers interview a prospective employee, explores whether the candidate is a good cultural fit. Culture is difficult to define, but you generally know when you have found an employee who appears to fit your culture. He just feels right.

Culture is the environment that surrounds you at work all of the time. Culture is a powerful element that shapes your work enjoyment, your work relationships, and your work processes. But, culture is something that you cannot actually see, except through its physical manifestations in your work place.

In many ways, culture is like personality. In a person, the personality is made up of the values, beliefs, underlying assumptions, interests, experiences, education and habits that create a person’s behavior.

Culture is made up of the values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people. Culture is the behavior that results when a group arrives at a set of - generally unspoken and unwritten - rules for working together.

An organization’s culture is made up of all of the life experiences each employee brings to the organization. Culture is especially influenced by the organization’s founder, executives, and other managerial staff because of their role in decision making and strategic direction.

Something as simple as the objects chosen to grace a desk tell you a lot about how employees view and participate in your organization’s culture. Your bulletin board content, the company newsletter, the interaction of employees in meetings, and the way in which people collaborate, speak volumes about your organizational culture.

Central Concepts about Culture

Professors Ken Thompson (DePaul University) and Fred Luthans (University of Nebraska) highlight the following seven characteristics of culture.

- Culture = Behavior. Culture is a word used to describe the behaviors that represent the general operating norms in your environment. Culture is not usually defined as good or bad, although aspects of your culture likely support your progress and success and other aspects impede your progress.

- Culture is learned. People learn to perform certain behaviors through either the rewards or negative consequences that follow their behavior. When a behavior is rewarded, it is repeated and the association eventually becomes part of the culture. A simple thank you from an executive for work performed in a particular manner molds the culture.

Culture is learned through interaction. Employees learn culture by interacting with other employees. Most behaviors and rewards in organizations involve other employees. An applicant experiences a sense of your culture during the interview process. An initial opinion of your culture can be formed as early as the first phone call from the Human Resources department.

The culture that a new employee experiences and learns can be consciously shaped by managers, executives, and coworkers. Through your conversations with the new employee, you can communicate the elements of the culture you'd like to see continued. If this interaction doesn't take place, the new employee forms his or her own idea of the culture, often in interaction with other new employees.

Sub-cultures form through rewards. Employees have many different wants and needs. Sometimes employees value rewards that are not associated with the behaviors desired by managers for the overall company. This is often how subcultures are formed, as people get social rewards from coworkers or have their most important needs met in their departments or project teams.

- People shape the culture. Personalities and experiences of employees create the culture of an organization. For example, if most of the people in an organization are very outgoing, the culture is likely to be open