Organisational Culture

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According to Azhar (2003) organisational culture is the combination of important assumptions that are shared in common by each members of an organization and are often unstated. Organizational culture is basically made up by two major common assumptions values and beliefs. Values are the assumptions that have been forwarded by the leaders of the organization and considered to be ideals that are desired by all the members of an organization. Beliefs on the other hand are the assumptions about the reality and created by experience.

One of the inseparable components of organizational culture is the values that are shared and held by the individuals of an organization. Hofstede (2006) on the other hand explains the organizational culture in the form of onion that contains a number of layers and values that make the core of the organizational culture.

According to Azhar (2003) corporate culture can determine the success of the organization, in other words, good companies are distinguished from bad ones based on their corporate cultures. The author further states that successfully managed companies usually have distinctive cultures based on which they are responsible for successful implementation of their strategies. Each organization has its unique culture that has powerful influence in the employees of the organization and the management team and therefore, it can be one of the most effective means of improving the overall performance of the organization.

Figure 01


Although it is something intangible, it plays a significant role in the shaping the success of the organization and has great influence on the employees. It is difficult to say that the organizational culture guarantees the success of the company but the companies with strong corporate culture always have more chances to become successful than their competitors (Jarratt and O’Neill (2002).
Google is one of a list of companies with great culture. Google has been synonymous with culture for years, and sets the tone for many of the perks and benefits startups are now known for. Free meals, employee trips and parties, financial bonuses, open presentations by high-level executives, gyms, a dog-friendly environment and so on. Googlers are known to be driven, talented and among the best of the best.

The elements of the organization that have weak corporate culture include: bureaucracy instead of entrepreneurship and creativity, unwillingness to adapt best practices from outside of the organization, politicized organizational environment and hostility to change (Kotter and Heskett, 1992). In addition to that, Rousseau (2000) also states that it is important for the organization to recognize the fact that the organizations do not improve in a vacuum environment and they need human interaction to support the improvement and development which can be achieved only by following the effectively accepted and equally shared values by each individual members of an organization.

References:
Azhar, K (2003) Business Policy and Strategic Management, NewDelhi, Tata McGraw-Hill.

Hofstede, G (2006) Culture’s Consequences: International Differences in Work Related Values. Beverly Hills, CA, Sage Publications.

Jarratt, D O’Neill, G (2002) The Effect of Organizational Culture on Business-to-Business Relationship Management Practice and Performance, Australasian Marketing Journal

Kotter, J P and Heskett, J L (1992) Corporate Culture and performance. New York: Free Press.

Rousseau, D M (2000) Assessing organizational culture. The case for multiple methods. Organizational climate and culture. San Francisco, Jossey-Bass.

Figure 01: https://www.td.org/insights/organizational-culturewhy-leaders-should-pay-attention accessed on 2018-07-02 5:15AM


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