Overview of Organizational Culture and Leadership
Organizational culture refers to the beliefs, perceptions and values which existed in an organization for a long time and to the principles of the workforce. Organizational culture is further identified to be behaviours and the rules which reveal the psychological environment of an organization (Hartnell et al. 2016). According to Schein, organizational culture is a paradigm which has been developed by a group of people with a purpose to be a standard for existing as well as newly recruited employees to learn ways to perceive and challenge emerging issues (Hogan and Coote 2014). The following paper will evaluate the organizational environment and behaviour has significant implications on the effectiveness of contemporary organizations.
The arguments of article 1 and 2 distinctly reflect the way organizational climate is briefly characterized as the interpretations which are attached by individuals to the unified bundles of experiences they face at workplaces. The article entitled “Organizational Climate and Culture” by Schneider, Ehrhart and Macey (2013) further argued that organizational cultural patterns may be signified as a collective fundamental assumptions, values and perceptions which tend to exemplify a setting and are taught to the newly recruited employees as an appropriate and expected way to perceive the cultural patterns and environment of the workplace and relate to the internal integration. In addition to this, Schneider, Ehrhart and Macey (2013) have reflected a few comparable studies based on the association between the ambiances of a workplace with customer contentment. Furthermore, the paper by Schneider, Ehrhart and Macey (2013, mentioned about the way early investigation on organizational cultural patterns had been primarily conducted to qualitative case method that is ‘emic’, while recent exploration processes have obtained prominence because to the comparative avenues they present along with the substantial potentials modern researchers offer for connections to organizational performance outcomes across various workplace settings (Schneider et al. 2017).
The fundamental aim of the article lies in interpreting the challenge of enhancing organizational productivity through innovation that has been significant in the field organizational studies and practices for over a century (Glisson 2015). It has been observed by Glisson (2015) that the basic perception that an organization’s social environment is intrinsically related to innovativeness and productivity of the organization. Such efficacy, however, is greatly embraced by wide-ranging organizational leaders who have further been stated that the work environment and cultural patterns have high propensity to determine the performance level of any organization. Glisson (2015) further shed light on certain divergent areas present between organizational culture and its context. The paper on “Human Service Organizations: Management, Leadership & Governance” further identified that organizational background and values are most efficiently signified by the behavioural standards and rules which describe the work environment of any organization (Glisson 2015). However, matured organizational cultures tend to anticipate employees to be well-equipped and to perceive clients as the most vital priority.
However, critically analysis of the paper states that the supposed implication of a work context on every employee’s individualistic welfare has been recognized to be psychological in order to distinguish those patterns from the common organizational environment (Glisson 2015). Meanwhile, the second part of the article reflects on the shifting patterns between the organizational environment and culture as well as values which are crucial factors for organizational productivity. Glisson (2015) has efficiently focused on addressing the gaps created by a series of organizational interventions which are formulated to evaluate the effectiveness of randomized controlled trials (RCTs). However, it has been observed that RCTs of ARC that is team-centric, phased intervention in recent times have been executed in various parts of Midwest, Northeast, as well as Southeastern regions of the U.S. and further, tend to involve organizations in both rural as well as metropolitan areas (Glisson 2015). The paper can be perceived as a well-analysed one, as it obtains comprehensive insights about the initial ARC strategy which embedded in five standards of service system value like results-oriented within the organization in order to aid the persistent organizational innovation and service development endeavours.
Process of Social Information produces Cultural Aspects of Organizations
Furthermore, the second and third ARC strategy tend to fundamentally endorse collective psychological models related to sincerity towards organizational change management among clinicians and supervisors to facilitate service innovation, modernization and development endeavours (Glisson 2015). In addition to this, the latter strategy efficiently offers skills to clinicians in the implementation of organizational component equipment that are ways in which participatory decision making ideas can be successfully generated. However, Glisson (2015) concludes with the idea that both organizational culture and setting are identified as critical factors of social context. These social contexts further tend to play a primary role in promoting innovation and productivity in the domain of human services.
Organizational culture through an elusive concept serves a vital role in the functioning of organizations because of its implication on workforce and organizational procedures. Evaluating ideas of organizational culture is primarily based on culture disciplines and further signified by an interdisciplinary form of approach (Mohelska and Sokolova 2015). Such an approach, however, unifies procedures, systems and ideas in the field of social science, economics and management. Mohelska and Sokolova (2015) in the article provides an explicit understanding of the way cultural aspects are not exclusively perceived as determinants of business achievements, productivity or failure, but also referred as a positive culture which can have significant competitive benefits.
Drawing ideas from the publication on Corporate Cultures: The Rites and Rituals of Corporate Life, Mohelska and Sokolova (2015) in their paper have intended to understand the rationale behind prominence and understanding of positive corporate culture and values. It is since the end of 19th century that cultural patterns of the organization have become crucial determinant for senior leadership styles and the way these patterns have been dominating the process of leadership techniques applied on employees as well as communication methods. One of the areas of strengths of this article primarily reflects on the way essential dynamics are generated through leadership styles applied on employees which further is directed to the management of business operations (Mohelska and Sokolova 2015). Such business functioning, however, depends on the fact that leaders typically use two approaches to control behavioural patterns of their subordinates or employees positioned in the lower rank of the organization. It has been distinguished that majority of the leaders exhibit a tendency to act on the reasonability of their working attitudes by means of the appropriate preferences of the perception of potential success along with derived strategic purposes. Furthermore as leaders have considerable influence on organizational culture, they should reinforce a culture of accountability. For example, a highly accountable culture begins with detailed job descriptions and role clarity with clearly established measures such as increased sales along with improved customer contentment. These measures however are required to be defined each year with particular deliverable as significant part of their performance management plan. Thus transparency is highly valuable while building a responsible culture within the organization.
At this juncture, there has been identified certain divergences between the rational and psychological impacts of leaders on performing a behaviour on their subordinates. Mohelska and Sokolova (2015) noticed that managers put emphasis on objectives which tend to enhance the competitiveness of the organization and rely on reliable management techniques which are achieved by them. However,, on the other hand, their emotional side reflects the value they give towards intensifying individualistic liability of every individual as the achieved outcomes (Mohelska and Sokolova 2015). It is important to note that in such cases, a greater degree of compliance in rational and emotional cases produces forms of motivational factors towards heightened job performance of each employee and further facilitates firm cohesion of the functioning team during the performance of strategized work actions.
Dependence of social contexts on organizational productivity
The article entitled “Organisational culture and leadership–joint vessels?.” can be regarded as a well comprehensive one as it provides an explicable diagram which shows the way tools of action tend to elevate compliance of organization and its workforce (Mohelska and Sokolova 2015). It further sheds light on the importance of communication methods which typically characterizes the culture and standards of an organization and aids employee management to raise its level of efficacy and helps to attain competitive advantages within the industry. The authors conclude by claiming the importance of each employee to have an explicit understanding if their categorization within the wide-ranging organizational structure to avoid any forms of misinterpretations within the work setting (Mohelska and Sokolova 2015).
As organizational culture is recognized as a set of core perceptions, beliefs that characterises the climateand social context of the organization, Schneider et al. (2017) shed light on the way culture scholars have applied the dual approach in their endeavours to efficiently conceptualize as well as interpret patterns of organizational culture and values. However, when cultural patterns have been observed through other conceptualization, it has been observed that comparative organizational cultural investigation to capitulate quantitative evaluations of the ways through which exhibit their perceptions and values for and core conjectures about individuals, achievements and development (Schneider et al. 2017). Whereas Schneider, Ehrhart and Macey (2013) in the article based on “Organizational Climate & Culture” claim that factors related to climate and organizational culture are metaphors which are used in order to signify the highly complex social systems existing within organizations. While this article focuses on integrative approaches towards culture and organizational climate identifies challenges which will emerge into integrative theoretical aspect and methodologies rather than focusing on accuracy (Schneider et al. 2017).
Meanwhile drawing significance from the ideas of (Glisson (2015), it has been observed that the authors here primarily focus on ARC team based; phased interventions have been formulated in order to enhance organizational social contexts to eradicate obstacles towards effective services. Glisson (2015) on the contrary to the article 1 and 2 tend to consider that cultural patterns and climate as core aspects of the social perspective of any organization in successfully endorsing organizational advancements and efficacy in the domain of human services. Furthermore, article 4 based on organizational culture and leadership tends to emphasize the way contemporary scientists and leaders have been valuing cultural patterns of organization for several decades (Mohelska and Sokolova 2015). While the other articles focus on the impact of organizational culture and climate on organizational productivity and efficiency, the fourth article provides a comprehensive understanding of the way contemporary leaders have embraced organizational cultural patterns to improve the ability of the organizational growth and productivity (Schneider, Ehrhart and Macey 2013). At this juncture, organizational cultural patterns offered by Woolworths a renowned Australian retail organization has built a reputation as a business which supports diversity and responsible corporate citizenship. Through its integrated corporate approach, Woolworths has made volunteerism and community services pillars of its organizational culture (Woolworths.com.au 2018). However, this article offers comprehensive insights regarding communication methods and mechanisms which help managers and employees to avoid any forms of interpretations (Mohelska and Sokolova 2015).
Emerging Complexities between inter-dependence of organisational culture and leadership
Managers of contemporary business enterprises can gain significant insights from certain requisites through which leaders must illustrate own convictions related to the accuracy of the facts and needs communicated by them. Furthermore, managers through valuable communication procedure can efficiently protect the transmission procedure of information which comprises certain forms of informative value ranging from the source to the receiver (Mohelska and Sokolova 2015). Contemporary leadership styles must further focus on the relationship of organizational cultural patterns with modernism, employee turnover and service quality which proposes that regulatory interventions will significantly set up positive culture as well as contextual profiles (Glisson 2015). These profiles further can be implemented to underline innovation, modernism and develop the productivity of services offered by the business (Schneider et al. 2017). The successful integration of corporate climate and values and culture theory has genuinely facilitated the practice of modern managers specifically concerning the performance which yields information indicative of organizational developments which might further produce improvements in the pattern of corporate conduct and activities.
By delving into the ideas of organizational environment and its association with its success, I have obtained the knowledge that each staff member must attain a distinct understanding of their classification into varied organizational structures. Furthermore, pay honour to other related forms of accountability and delegated authority will also facilitate both the employee and organization to reach success. Thus students aiming to thrive in the corporate world must acknowledge the transitions emerging between traditional recruitment compositions of a team comprising top managerial positions. Furthermore, delving into the ideas regarding the relationship between organizational leadership and culture added significant insights into the way both influence the success of the business. At this juncture, the value of the four important articles is essential to recognize. Critical analysis of the underlying conjectures of the articles has facilitated my knowledge and understanding regarding critical aspects of the organizations and the way their interconnectedness have been significantly influencing the success of organizations which management students and potential corporate employees can implement in their business strategies.
Conclusion
Therefore, to conclude it can be stated that cultural outline and context of organizations serve a contributory role to the application of methods and techniques by contemporary managers who perform in complex organizational settings. Thus an adequately structured organizational culture facilitates employees to success advance towards achieving their goals and further develops a constructive impact on the overall performance and activities of the organization. The above articles have evaluated various ways through which organizational cultural aspects, its environment and climate pose implications on the leaders’ techniques of supervising its subordinates and further develop ideas to generate innovation and improvement of the organizational performance.
References
Glisson, C., 2015. The role of organizational culture and climatein innovation and effectiveness. Human Service Organizations: Management, Leadership & Governance, 39(4), pp.245-250.
Hartnell, C.A., Kinicki, A.J., Lambert, L.S., Fugate, M. and Doyle Corner, P., 2016. Do similarities or differences between CEO leadership and organizational culture have a more positive effect on firm performance? A test of competing predictions. Journal of Applied Psychology, 101(6), p.846.
Hogan, S.J. and Coote, L.V., 2014. Organizational culture, innovation, and performance: A test of Schein’s model. Journal of Business Research, 67(8), pp.1609-1621.
Mohelska, H. and Sokolova, M., 2015. Organisational culture and leadership–joint vessels?. Procedia-Social and Behavioral Sciences, 171, pp.1011-1016.
Schneider, B., Ehrhart, M.G. and Macey, W.H., 2013. Organizational climateand culture. Annual review of psychology, 64, pp.361-388.
Schneider, B., González-Romá, V., Ostroff, C. and West, M.A., 2017. Organizational climateand culture: Reflections on the history of the constructs in the Journal of Applied Psychology. Journal of Applied Psychology, 102(3), p.468.
Woolworths.com.au (2018). [online] Woolworths.com.au. Available at: https://www.woolworths.com.au/ [Accessed 24 Oct. 2018].
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