Organization as a group and its culture:
Culture is everywhere. It addresses every aspect of group life. A content typology is always risky since it may not include the correct variables, but by distilling the aspects that recur from group social psychology, one can identify a set of significant external and internal tasks that all groups face . The taught reaction to each of these activities, as well as any others that may occur, becomes the group's culture.
Organizational theorists have searched for a better under- standing of the inner workings of institutions. One of the most important factors in the development of an organization's culture is leadership, according to Hans-Joachim Schein. He argues that leaders must "recognize their own role not only in creating (and embedding) culture but also their responsibility in embedding and developing it". Leaders must be able to recognize the influence of cultural subcultures on an organization's functioning, according to organizational theorist Richard Schein. Culture becomes less tied to the leader's personality and perhaps more influenced by "sacred cows," Schein writes.
Leaders and culture of organization:
Leaders must evaluate the cultural assumptions that bind an organization to a particular behavior pattern. Leaders have a natural propensity to ignore the cultural aspects of such restructuring until after the merger is under way. Leaders must make cultural analysis as central to the initial merger/acquisition decision as is financial, product, or market analysis. The values, expectations, and practices that govern and inform the activities of all team members make up organizational culture. Consider it a collection of characteristics that define your organization. A great corporate culture displays good features that lead to increased performance, whereas a dysfunctional company culture elicits characteristics that can stymie even the most successful businesses.
Culture is a group attribute that can be thought of as the cumulative knowledge that a group has gathered over time. The definition highlights the importance of learning and clarifies that culture only refers to the fraction of accumulated knowledge that is handed on to newcomers. Norms and expectations are cognitive processes that can be molded to positively impact both the organization and its members. Viewing culture as a cognitive, controllable variable is compatible with a recently proposed quantitative approach to its assessment. Shared thoughts, behaviors and beliefs can be identified by asking individuals to comment on the norms and behavioral expectations in their specific organization.
Individual and organization as immune system:
There is considerable variation across organizations regarding their cultures. Some cultures are strong in a positive direction and promote constructive behavior (e.g., teamwork, goal-setting) Other cultures are negative and tend to produce negative behaviors such as competition and conflict. Climate is a measure of individual perceptions about an organization; it can be confused with the concept of organizational climate.
Situational forces have evolved into a sort of protection known as culture. It keeps "wrong thoughts" and "wrong individuals" out of the organization from the start. It claims that organizational culture works in a similar way to the human immune system in keeping viruses and germs from infecting the body and causing harm. The problem is that organizational immune systems can also attack change agents, which has serious consequences for onboarding and integrating people into organizations. During the conversation, certain key points were made that pushed back against the idea of culture as something that is unitary and unchanging, and in favor of the idea that cultures are many, overlapping, and dynamic.
Further Reading:
Denison, D. R. (1996). What is the Difference between Organizational Culture and Organizational Climate? A Native’s Point of View on a Decade of Paradigm Wars. The Academy of Management Review, 21(3), 619–654. https://doi.org/10.2307/258997
Watkins, M. D. (2014, August 7). What is organizational culture? and why should we care? Harvard Business Review. Retrieved May 14, 2022, from https://hbr.org/2013/05/what-is-organizational-culture
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