...The Role of Leadership in Shaping Organizational Culture Douglas E. Kronk Walden University Abstract Leadership’s role in shaping a healthy organizational climate has many facets. Both leadership and organizational culture are difficult concepts to define, as many researchers have chosen to define each in various ways. For the purposes of this paper, I examine leadership as a process that guides both leaders and followers to a common goal, that being a shared culture that binds the members together in a healthy and productive climate. I present several leadership factors that play an important role in shaping a healthy organizational culture. The Role of Leadership in Shaping Organizational Culture One of the most critical roles of a leader is to create and maintain a healthy culture in his or her organization. This needs to happen at all levels of an organization, so the responsibility rests with all levels of leadership, from the most senior executives down to the first line supervisor. Culture represents the organization’s personality and has a critical influence on both employee satisfaction and organizational success. While every organization has a culture, it is often misunderstood by the members of the organization due to various interpretations between departments or divisions, both laterally and hierarchically. While some variation may be necessary to meet business demands in larger organizations, it is important for all organizations, both large...
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...The Role of Leadership in Shaping Organizational Culture Paetha Michele Thompson Walden University The Role of Leadership in Shaping Organizational Culture Organizational culture is viewed as the “glue” that holds companies together or the foundation the company is built on. According to Schneider, Ehrhart, and Macey (2013) they stated, organizational culture may be defined as “the shared basic assumptions, values, and beliefs that characterize a setting and are taught to newcomers as the proper way to think and feel, communicated by the myths and stories people tell about how the organization came to be the way it is as it solved problems associated with external adaptation and internal integration” (p. 362). To further define, BusinessDictionary.com (2015) defined organizational culture as, “the values and behaviors that contribute to the unique social and psychological environment of an organization”. Leaders must have the ability to establish a culture in which the company is respected in society, and it is through the use of leadership the culture of the organization is passed to employees and the customers it serves. Diversity is another important factor of culture as having a diverse group allows for a variety of ideas to ensure innovation. Kapoor (2011) found it difficult to provide a clear definition of diversity, however she made clear the importance of remembering the cultural context of the organization and the society within which the organization exists to...
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...Masarech’s article “High Performance Cultures: How Values Can Drive Business Results,” is a strategic business driver referencing culture and values. Organizational culture is a vital tool for driving high-performance within a business. In the past, only a few businesspeople expressed the importance of organizational culture, while the rest rejected the idea stating that it was weak. In today’s business world, culture is making a name for itself and is on the top of company managements’ business performance outline. What exactly does it mean to focus on culture and focus on performance? “To gain competitive advantage and achieve high performance, it is essential to understand the elements of high-performance cultures” (Rosenthal & Masarech, 2003). Understanding and applying the components of culture can result in competitive gains, advantages, and high performance acquisition. Rosenthal and Masarech continue to state that the core driver for high-performance culture lies within an organization’s values. By the authors’ definition, corporate culture at its most basic level is the sum of an organization‘s behaviors and practices. In short, a culture that reinforces an organization’s success, regardless of the economic state, must be shaped around (1) a clear corporate mission, (2) organizational values, and (3) the encouragement of individual employee ownership. In order for an organization to achieve high performance, a values-driven culture must be contributed. An organization...
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...nature, organizational culture and organizational behavior are two subjects that have not always been considered as having a direct correlation. In the past twenty or so years, the two have been considered as having a more direct connection and influence in relation to each other. In the context of this paper, the author will provide a definition of organizational culture and organizational behavior and explain different types of organizations. The author will also address the importance of organizational culture in shaping employees and attempt to bridge the gap between organizational cultures and influences on organizational behaviors. What is Organizational Culture? Organizational culture is sometimes referred to as corporate culture. Culture is defined as to grow in a prepared medium. An organization is an arrangement into a coherent unity functioning as a whole. Organizational culture, in a sense, is an arrangement of a coherent unity providing a medium in which members are cultivated to operate within the desires of the organization. Culture is the foundation on which an organization is built. It is a composition of values and beliefs that are developed within the boundaries of the organization and is designed to guide and direct the members or employees’ behavior. It is, in essence, the adhesive that bonds the organizational members together. Organizational cultures can have...
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...9/21/13 MNGT 5590 OK F1 2013 → Pages → Week 1 Readings: Chapter 2: MNGT 5590 OK Organizational Behavior Week 1 Readings: Chapter 2 Week 1: Readings Chapter 2: Organizational Culture An organization's culture reflects the "personality," "norms," and "values" of the organization. Every organization has a unique culture that shapes its objectives and actions, as well as shaping how people in an organization view the world around them and the organization itself. Culture is sometimes very subtle (e.g., what are the behavioral norms), and other times very obvious (e.g., elaborate ceremonies and rituals). Schein developed a three-level model of organizational culture that elaborates on the basic ideas of culture. This model distinguishes between artifacts (the most visible aspects of culture), values (less visible, but often articulated beliefs), and basic assumptions (typically invisible to outsiders, and often unknown even to members of the organization. Organizations usually prefer people who conform with the organization's culture, especially the organization's cultural values and assumptions. Therefore, employees need to be sensitive to what the culture demands of them, or they will ultimately end up being ostracized by their work groups, or even terminated by the organization. When effective, the socialization process helps employees understand their roles and how to behave in an organization. The orientation process (a part of the socialization process) conveys important...
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...faced with challenges of encouraging employees to adapt to organizational structure and cultural changes. In large organizations the effectiveness of managers depends on influence over supervisors and peers as well as influence over subordinates.” (Yukl, 2006) As the Chief of Operations for Smith & Falmouth Online in the (Leadership in Action simulation) my role is to consolidate operations. I am faced with the challenge of leading a group of unwilling employees to achieve the goals of the organization which is to streamline the online operations, increase the reach of the Online Sales Channel, and make S&F Online a profitable strategic business unit. The deadline for achieving this task is nine months from now. The following will address the current culture within the organization, establish methods that will be utilized in order to maintain control within the organization and recommend a restructuring strategy that will improve the culture and empower employees, which management practices will be most effective, and explain how the new size and structure can affect the organization, individuals, groups, teams, and the organization’s future. Current and Departmental Culture Organizational culture is defined as a pattern of basic assumptions that are considered valid and that are taught to new members as the way to perceive, think, and feel in the organization. (Schein, 1993) Within an organization the culture serves as four basic functions: provides a sense of identity...
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...Introduction: Organizational behavior is also defined as the information and attitude about a person working for an organization. It is easy to analyze the importance on understanding the people’s behavior and the interaction with the various situations within the organization. Various functional structures are being used to set a flexible organizational culture. Also, there are various aspects that impact the individual performance at work. Managers need to be motivated which in turn inspires other employees to attain organizational goal. 1 The connection between organizational structure and principles 1.1. Comparing different organizational structures and principles: Comparing and conflicting the organizational structure and culture of the shaping the future organization (Syngenta) and the similar organization (Monsanto) Let’s see about Syngenta, Syngenta organizational structure consist of business executives, committed mangers and purchaser friendly employees. The employees learn about the multi-tasking to meet the standard of their professional manner. When we see about the organizational culture it is essential in Business Corporation which binds the members together. This develops the performance of the employees and inspires the workers and commits them to an organization. Now it is about Monsanto, Monsanto’ organizational structure is intended to help its business objectives. Its organizational structure separated into five principles trade Organization, extensive Organization...
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...TEACHING NOTE ORGANIZATIONAL CULTURE AND CHANGE By Romuald Stone, DBA The construct of organizational culture has raised considerable interest of both academics and practitioners in the field of change management. Organizational culture is “derived from the anthropological concept of culture that attempts to explain why people in societies believe and behave as they do.” It has “become a common way of thinking about and describing an organization’s internal world—a way of differentiating one organization’s ‘personality’ from another.” This organizational self-image develops over a period of time with the core elements typically coalescing during the organization’s formative years. In many organizations we find a strong dominant culture that is pervasive not only in the headquarters element but across divisions and geographic regions. However, in large organizations this culture is not uniform but instead is composed of many subcultures. Subcultures may share certain characteristics, norms, and values yet they can be totally different with some functioning collaboratively and others in conflict with each other. Definition Organizational culture is defined as a complex set of shared beliefs, guiding values, behavioral norms, and basic assumptions acquired over time that shape our thinking and behavior; they are part of the social fabric of the organization—its genetic code. As such, culture drives the organization and guides the behavior of everyone in that...
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...1. Define organizational culture and discuss its three layers. Organizational culture represents the shared assumptions that a group holds. It influences employees' perceptions and behavior at work. The three layers of organizational culture include observable artifacts, espoused values, and basic assumptions. Artifacts are the physical manifestations of an organization's culture. Espoused values represent the explicitly stated values and norms that are preferred by an organization. Basic underlying assumptions are unobservable and represent the core of organizational culture. 2. Discuss the difference between espoused and enacted values. Espoused values represent the explicitly stated values and norms that are preferred by an organization. Enacted values, in contrast, reflect the values and norms that actually are exhibited or converted into employee behavior. Employees become cynical when management espouses one set of values and norms and then behaves in an inconsistent fashion. Chapter Scan Corporate cultures provide identifying characteristics and values for organizational members to appreciate and learn. Cultures are distinguished by artifacts, values, and basic assumptions. The socialization process is the entry stage in an organization that provides clues about its culture. Cultures are difficult to change, yet change is necessary in some instances for survival. Organizations need an adaptive culture in order to respond effectively to the...
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...Summary: Organizational Culture: Corporate Culture in Organizations Leadership and Management in Nursing September 3, 2013 Summary: Organizational Culture: Corporate Culture in Organizations Summarize your perception of the article content? This article discusses how difficult it is to define culture in the work environment. Culture encompasses everyone’s life at all times and is a commanding unit that shapes the, “work enjoyment, work relationships and work processes.” (Heathfield, S.M., 2013). Culture consists of values, beliefs, underlying assumptions, attitudes, and behaviors shared by a specific group and is characterized within the group through language, decision making, symbols, folk lore, and work ethics. Within this article seven characteristics of culture are discussed. These characteristics of culture include: * Culture = Behavior – This shows us how culture should not be described as positive or negative but merely signifies the overall functional customs in a particular environment. * Culture is Learned - Various activities are learned by a positive or negative consequences subsequent to their behavior. * Culture is Learned Through Interaction - Personnel absorb culture by interacting with each other at the work place. * Sub-cultures Form Through Rewards – This occurs with value rewards that are not related with the behaviors anticipated by managers but by social reward from coworkers, project teams, and work units. * People...
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...Cisco Systems (2001): Building and Sustaining a Customer-Centric Culture Introduction/General Problem Statement: Doug Allred was Vice President of Customer Advocacy organization of the Cisco’s corporation. This organization was erected to consolidated all functions that directly touched the customer but sales to provide high-quality customer service. Since August 2001, the IT market turned down and brought severe challenges to Cisco as the company had to lay off 18% of its employees and reorganized its structure, transforming from decentralized organizational structure with three business units to centralized organization. However, these changes stabilized the volatile situation of the economy but threatened Cisco’s customer focus, a key element of its competitive advantage and a principle of its core operating processes. In order to overcome the disharmony between the structure and the culture, Cisco introduced a Customer Focus Initiative to hold the favor of its key customers. Nevertheless, Allred had no confidence that this action would fix the perceived gap between the structure and the culture. Situation Analysis: The main problem in this case is that how to keep enough resources to be used on the customer focus, which is the core component of the Cisco Company, under the reintegrated decentralized structure. At the beginning of the establishment of Cisco, Lerner, who is one of the founders, “realized that success was developing cutting-edge technology that...
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...INTRODUCTION…………………………………………………………….….p. 3 1.1 ……………………………………………………………………………….PP.4-5 1.2 ……………………………………………………………………………….P.6 1.3 ……………………………………………………………………………….PP.7-8 2.1 ………………………………………………………………………………pp.9-10 2.2 ……………………………………………………………………………….pp.11-12 2.3 ………………………………………………………………………………PP. 13-14 REFERENCE LIST………………………………………………………………p.15 INTRODUCTION Organizational behaviour is an interdisciplinary field or study, which explores individuals, group and organizational behaviour and the impact of individuals, groups, organizational and society, in creating, shaping and controlling behaviours. www.business –school.exetere.ac.uk./modules. 1.1 Thompson J [ 2013] said that structure "is the internal differentiation and patterning of relationships." He referred to structure as the means by which the organization sets limits and boundaries for efficient performance by its members, by delimiting responsibilities, control over resources, and other matters. Katz and Kahn [1978] say that "structure is to be found in an interrelated set of events which return to complete and renew a cycle of activities." The different organizational structures are Functional, Divisional, Product based, Geographical, Matric , Project/team based , Virtual organization and Bureaucratic structures etc Functional Organization is where company is divided into separate units based on roles. Such as accounting marketing research and development or distribution Joseph C 2013 (on line) http:// small business...
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...Within an organization effective leadership is one of the most important factors that help to guarantee successful work of the organization, its development, and stability. It is a skill that helps managers to organize all of the processes within a company and maintain constant control over the employees. It requires great skills and a strong character and a level of charisma to influence others. While many of the world’s great leaders were not born to be leaders, several after starting with nothing went on to become great leaders because they desired it. Leadership can defined in many ways, but most commonly a leader is person who influences the thoughts and behaviors of others and a leader is one who establishes the direction for others to willingly follow. Leaders come in many styles; from the hard-nosed, strictly discipline oriented person, to the soft-spoken easygoing man, the product always seems to be a person that all subordinates can emulate. It appears as if a good leader is a person that is comprised of many principles and traits. Leaders play a vital role in standardizing performance. Leaders can influence other to perform beyond even their own expectations. Developing a sense of responsibility in your subordinates seems to play a very important role in a leader's actions. Leaders set vision, strategies, goals, and values in order to guide their followers and to set desired action and behavior. As a whole, any organization must have strong leadership as the basis...
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...as one can implement it. Since human resources (HR) now more than ever plays a key role in shaping, reinforcing and changing corporate culture it is important to integrate HR with organizational culture. After viewing Google, Scripps, and UPS websites, it is clear to see that these organizations have successfully integrated HR functions that align with each organization’s culture. It was also enlighten to see that HR is considered a strategic partner and is valued as HR can help organizations meet their strategic objectives. At Google the integration of HR with the organization culture contributes to the success because the overriding key of HR is that it emphasizes organizational culture and business objectives. Google’s HR has also established innovative efforts for its employees as well provide flexibility to yield results. There is also a focus on making the administration part of HR efficiency. The integration of HR with the organization culture contributes to the success of Scripps because HR plays a key role in establishing and supporting strategic objects and efforts. At Scripps HR focuses on supporting the organizations culture and core value with a pay-for-performance system in place to reward employees to lead to more organizational success. The integration of HR with the organizational culture contributes to the success of UPS because of its corporate integrity, culture, and HR inclusion with employees. UPS’s HR is aligned with business objectives and uses communication...
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...Assessment Task 2 : Group Report Organisational Culture Prepared for: Prepared by: Han Qiyong Jimmy Jin Jin Afiq Kerox Alex 28/2/14 Table of contents: Executive Summary Current Approach to Corporate Culture * Managers * Class Ceiling * Asdasd * Asdad * Asdasd Key Topic Concepts of Corporate Culture in ANZ Bank * Ethical Culture * Asdasd * Asdasd * Asdasdad Conclusion Scholarly Articles Appendix References Executive Summary The aim of this report is to discover, analyse and offer suggestions on the current Corporate Culture of ANZ and the bank industry. Through the report we will uncover how Corporate Culture is formed and how it affects the managers and employees of the organisation. Key elements that might affect corporate culture will be discussed and analysed in detail. Introduction to Organisational Culture Organisational Culture is a set of guidelines designed by the management to educate new employees and keep old employees aligned with the organisation’s goals. Corporate Culture is usually determined by the top management and briefed to the employees by the managers. The managers in turn need to become role models by practicing in theory and action the organizational values. The commitment in senior management to the culture is of utmost importance with rewards given out to employees who reinforce the organization’s values. However, Organizational Culture is like a double edged sword and can be used in...
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