Article Summary
Every organization is surrounded with the culture it follows so that all the employees can have a set of values, understandings, principles and norms to look up to and these are shared with the leaders and the members of the firm for teaching the new comers about the same (Abu-Jarad, 2010). This culture will always be linked with the satisfaction of the job for every employee and their retention too. The effectiveness of the organization too depends mostly on the culture of the organization. In simple terms, the organizational culture saturates the surfaces of the firm. This report focusses on the three articles “Organizational Behaviour”, Coming to a new awareness of Organizational culture” and “Authentic Leadership and Organizational cultures as drivers of employees’ job satisfaction”, talks about the definition of the organizational culture and as to how it relates with the employees and the growth of the firm. All the firms are the social entities in which its internal system is all linked with the external environment. If any person wishes to know about the firm, they need to know how exactly it operates. The assignment states the organizational culture definition followed by the summary of the three articles chosen. Then the analysis of all the three articles is done in detail which is followed by the recommendations which are based on the articles which are chosen.
According to Trilok Kumar Jain (2014), all the firms are actually the amalgamation of the science and technology and people and humanity. When there are no people who are talented in the firm, the firm can never be able to design and manage with the technologies solely for the production of the effective outcomes. Hence, the role of the human resource is very vital when it comes to the performance of the work in order to be done effectively and efficiently. The organization behaviour in any of the firm can be very time investing, challenging as well as interesting too. The organization behaviour as well as the organization culture are related together. They are related in terms of the people working in the firms in teams or individually. The study of the organizational behaviour and the culture becomes challenging when they are related together (Kapoor & Jain, 2014).
According to Azanza, Moriano and Molero (2013), the culture of the firm which is flexibility oriented which is promoted is actually dependent on the innovation and the support and this might provide a great amount of value in the economy of the competitive world. This is the kind of culture which lays the ground of the authentic leadership and it return it also has the assertive impacts on the employees and their attitudes. The article focusses on the cultures which are flexibility oriented and always facilitate assertive results at the level of the employee. This article suggests that a good leadership and a good blend of flexible culture, can make the firm grow and can also keep the employees satisfied. This article has collected the data of 571 employees who belonged to the Spanish firms. The results of the authentic leadership with the blend of the flexible culture were really good and all the employees were satisfied with their jobs (Azanza, Moriano, & Molero, 2013).
Article Analysis
According to Schein (1984), he has mentioned the concept of the organization culture with respect of the dynamic model of how the culture is learnt and forwarded. The culture is the key to the growth of the firm yet it is actually very complex to study as to how it can be maintained and managed in the firm for the growth. It has been a study of the researchers for a long time. It has been studied that the culture of the firm can be defined as the set of shared meanings that makes possible for all the employees or team members to decode and act upon the environment they are in. Schein says that there is more than this definition of the organization culture which can be learnt and studied via help of dynamic evolutionary forces that governs the culture as to how it evolves and changes. Each aspect of culture of organization is studied in this article (Schein, 1984).
Schein claims that the culture of the organization can be based on the lot of things which should be taken care of like technology, people, jobs, office layouts, the architectures and the employee orientation etc (Ahmed & Shafiq, 2014). This level of the studying of every little element can be a little tricky as the data would be very easy to obtain but it would really be hard to interpret everything it stores in it. For the analysis of the behaviours of people, one need to understand the values they follow or govern. For understanding the culture of any firm, it is really necessary to learn about the behaviour of the people who serve the firm. There are assumptions which are usually unconscious but they in reality identify the thinking that the members of the group perceive and feel. Such type of assumptions are the learned answers which incepts from the values. But then when these values lead to the behaviours, they begin to start the issues which usually starts on the first place. These values then change in to the underlying assumptions about how in reality things actually are (Leithy, 2017). This article exactly relates to the organizational behaviour in which Trilok is saying the same thing. The organization behaviour is actually a field which identifies the impact of the groups and the individuals which they have when they work in any of the firms. If one applies this knowledge in the firm, it would definitely help the firm in reaching the gaols with the effectiveness with which the employees will work. This can become the tool for the benefit of the humans. Now the behaviour of the people as a study can be applied to the large number of people of all types in any firm. With the help of the organizational behaviour one can also learn about motivation, leadership and the power or communication and attitude which can take the firms to the next levels. It also determines the processes, conflicts if any and the design of work every individual does with the level of stress an employee is facing (Hakim, 2015).
As per Schein in the year 1984, he claimed that the cultures of the firm give the system of the expectancies which sets the values and the behaviour standards for staff, gives the reason for the leadership behaviour. Hence, the link between the authentic leadership and the cultures of the organization must be expected as in line with each other. Here in this article there is the link between the authentic leadership is shared with the flexible culture which is followed by many of the firms now days. This type of leadership is defined as the process which draws both assertive and the psychological or behavioural capabilities and the highly-developed context of firm which later results in the self-awareness and regulated behaviours (Zakari & Poku, 2013). Hence, this leadership displays hope, assertive emotions, transparency and positivity which are all shown in the behaviours of the employees of the firm (Zhang & Li, 2013). There are four components of this leadership: self-awareness which displays the understanding of the strengths and the limitations of the people, balanced processing with which involves analysing the apt knowledge, transparency which refers to the open sharing of the self, and the true thoughts. Hence, this article claims that wherever there is a flexible culture in the organization, there are most chances that those firms will experience authentic leadership style from the leaders and thus will promote creative performances and the behaviours of the followers as well. In addition to that, the support oriented cultures respect the participation, the collaboration and the relationships which are interpersonal (Bhola, 2014). Hence, the culture of the organizations and their analysis is focussed on the new innovations and the help and also the link with the authentic leadership and the effects on staff which in the end provides the key for the human resources in today’s world (Nikpour, 2017).
As per Schein for analysis the culture of the organization, people should be divided in groups. The groups can be set as 1) people who have been working together for a long time, 2) Those who solved their problems together and analysed them as well and 3) People who are comparatively new to the firm after all. All these groups will define a different culture in the same firm (Subroto, 20122). For example: It is Schein’s assumption that the group 1 and 2 most likely would show the shared vision and shared objectives for the firm while at the same time people who are new or have just joined the organization would have different opinion and might not mingle with each other. Hence, group 3 should be taught about the cultures of the firm that it is working on. Also, Schein displays the elements of the organization culture which are known to be learned solution to the issues that goes into the firms. There are basically two types of learning situations: positive problem solving situations and the situation in which the anxiety is avoided. In the problem-solving situations people try solutions until any one solution seems to go apt with the type of the problem they are facing. The information that the solution works or not should always be very clear. These are learning situations because the learner will never test the situation willingly. Then the anxiety reduction is also a very important and related to the culture of the firm as it majorly depends on the type of work employee is doing in the firm. Sometimes, humans are exposed to the hostile atmosphere and that is why they face the anxieties as they have to work out of their comfort zones (Karadag, 2017).
All the three articles are somehow related to each other as they all talk about the culture of the firms that are followed in today’s world. All the writers say different definitions and convey their points by putting up a different and variety of points yet they all say only one thing that the culture of the firm is always made by the employees and the people and leaders of the firm. Also, the organizational behaviour, culture and the leadership especially authentic leadership goes hand in hand when it comes to the flexible culture provided to the employees. Though Schein’s work is deeply researched and made on the assumption which surround around problem solving and elements if the cultures of the firm, the other two articles by Trilok and Azanza et. al, they both suggest that the culture of the organization should be flexible as well as it can be studies and deeply researched by having known about the attitude and the behaviours of the people, stakeholders, jobs and other elements of the firms.
Based on the above-mentioned articles, there can be some recommendation for the leaders and the managers which can be taken care of for the firm to grow. They are:
- Transparency should always be embraced in the firm by the leaders as well as the stakeholders so that the trust of the employees is maintained after all(Mbeba, 2014).
- The employee should be valued and this type of behaviour in the culture of the firm is very good for the growth as the employees feel valued and they perform better.
- The practice of becoming the flexible leader as well as the organization should be done by every firm so that the employees are motivated all the time as well as they will feel job satisfaction as well(Bock, 2012).
Conclusion
This report focusses on the three articles which are based on the culture of the organization, behaviours as well as the flexibility oriented leadership skills. The articles have been reviewed and their analysis and the crux is discussed in detail in this report. In the conclusion, it can be said that the culture of the organization if is good and flexible, it can keep the employees satisfied and can also help the firm to grow its roots for the longer time and deep rooted as well.
References
Abu-Jarad, I. Y. (2010). A Review Paper on Organizational Culture and Organizational Performance. International Journal of Business and Social Science , 1(3).
Ahmed, M., & Shafiq, S. (2014). The Impact of Organizational Culture on Organizational Performance: A Case Study of Telecom Sector. Global Journal of Management and Business Research: A Administration and Management, 14(3).
Azanza, G., Moriano, J. A., & Molero, F. (2013). Authentic leadership and organizational culture as drivers of employees’ job satisfaction. Journal of Work and Organizational Psychology, 29, 45-50.
Bhola, S. (2014). Organizational culture, leadership styles and organizational effectiveness in banking sector: an analysis. International Multidisciplinary Research Journal, 3(9).
Bock, A. J. (2012). The Effects of Culture and Structure on Strategic Flexibility during Business Model Innovation. Journal of Management Studies, 49(2), 279-305.
Hakim, A. (2015). Effect of Organizational Culture, Organizational Commitment to Performance: Study In Hospital Of District South Konawe Of Southeast Sulawesi. The International Journal Of Engineering And Science, 4(5), 33-41.
Kapoor, S., & Jain, T. K. (2014). Organizational Behaviour. ADR Journals, 3(4).
Karadag, E. (2017). The Effect of Authentic Leadership on School Culture: A Structural Equation Model. IJELM, 6(1), 40-75.
Leithy, W. E. (2017). Organizational Culture and Organizational Performance. International Journal of Economics & Management Sciences, 6(4).
Mbeba, R. D. (2014). Essence of a Flexible Organisational Culture to Influence Change in the 21st Century Organisation . Mediterranean Journal of Social Sciences, 5(7).
Nikpour, A. (2017). The impact of organizational culture on organizational performance: The mediating role of employee’s organizational commitment . International Journal of Organizational Leadership, 6, 65-72.
Schein, E. H. (1984). Coming to a new awareness of organizational culture. Sloan Management Review, 25(2), 3-16.
Subroto, A. (20122). Organizational Culture and Leadership Role for Improving Organizational Performance: Automotive Components Industry In Indonesia. International Journal of Innovation Management and Technology, 2(5).
Zakari, M., & Poku, K. (2013). Organizational Culture and Organisational Performance: Empirical Evidence from the Banking Industry in Ghana. International Journal of Business, Humanities and Technology, 3(1).
Zhang, X., & Li, B. (2013). Organizational Culture and Employee Satisfaction: An Exploratory Study. International Journal of Trade, Economics and Finance, 4(1).
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