Key elements of Organizational Culture
Discuss About The Dynamics Of Organizational Culture Identity.
The organizational culture have a huge role to play in the organizations. The members use the culture of the organization to form their decisions. There are four processes in this process, they are manifestation, realization, symbolization and interpretation. According to Mary Jo Hatch (2018), the organizational culture is based on assumptions, values and artifacts that leaves gaps regarding the appreciation of the organizational culture. The cultures are considered to be the symbols and the processes. It is difficult to comprehend the major facts related to the organizational culture (Smith et al. 2017). It is inclusive of three domains or levels. This include, artifacts and creations, espoused values and basic assumptions. The domain is related to as the cultural forms. This include the tangible behavioural patterns. The artifacts are seen as the globally accepted manifestations. This includes certain values and norms that exist in the organization, like the structure, facilities, and the physical layout of the work spaces. This include the segregation of the offices of the senior executives so that they remain inaccessible by the rank and file employees (Doppelt 2017). This also include the furnishings, the rights and rituals that exist and the identifiable group of employees. The level of technology used in the organization forms an eternal part of the theory. The espoused values like the organizational slogans and other visible expressions of the mission of the organization. It includes the vision of the organization. This include the desired outcomes from the organization. The leaders play an important role in any organization. They aim to achieve something valuable form the organization (Burke 2017). They have a huge influence on the organization. The decision that are made in the organization have a huge level of risk involved. It is on the leaders what kind of risk they are willing to take. The other major factor that is important is the basic assumptions. This include the tactic and the core belief of the organizations and the core beliefs they have (Cummings and Worley 2014). The elements of culture in this level is almost invisible. This is the reason it is difficult to access. This forms the basis of the norms of behaviour and defines the basic standards of conduct. It is embedded through a day-to-day interactions (Schein 2017). In the model of Hatch she propose the organizational culture as the cultural dynamics. The three domains discussed above has been referred by her as the symbols (Hajro, Gibson and Pudelko 2017).
Leadership Behavior and Job Satisfaction Impact on Organizational Culture
The organizational culture is related to the leadership behaviour and the job satisfaction. It is intended to the behaviour of the leaders towards the organization (Fullan 2014). The biggest barrier is in this case is the behaviour of the leaders itself. It is extremely important to have a comfortable environment in an organization in order to have make the employees and the workers comfortable (Hatch 2018). The leaders sometimes execute the autocratic form of leadership which turns out to be negative in most cases. There are instances when the leaders execute the transformational leadership style that turns out to be positive in maximum cases. The culture of the organization is found to be good while there is good interaction between the leaders and the employees (Bolden 2016). The employees will make huge contribution to the teamwork when they will receive a good feedback from their supervisors. This will enable the employees to achieve the common goals and objectives of the organization (Schneider et al. 2017). The organizational cultures reflects the values, beliefs and the perceptions that is held by the employees within an organization. The autocratic or the dominating behaviour is the biggest threat of the organizational culture. The dissatisfaction of the employees can make the culture of the organization negative. This is the reason there is a close relationship between the organizational culture and the behaviour of the leaders (Hatch, Schultz and Skov 2015). Culture is socially learned and it is transmitted by members. It defines the rules for behaviour within the organizations. It acts as a guide to the staffs by stating what they needs to do and not. This is more applicable to the leaders of the organization. It is the duty of the leaders to appreciate their function in order to maintain the culture of the organization. The lack of the consistent behaviour between the members of the organization can be a barrier. It might increase the conflicts within the organization and lead to affect the healthy working environment for the employees (Peng eta l. 2016).
For the purpose of conducting comparative analysis on the perspectives of Mary Jo Hatch with that of Chris Argyris towards organization culture certain objectives needs to be emphasized. It is evident that in order to promote organizational learning, Donald Schon has developed the foundational theory of double-loop learning with the assistance of Chris Argyris. Chris Argyris, an American professor of organizational behavior. In his perspective, single-loop learning has originated as a result of constant feedback that has been generated as a result of constant observance of the underlying consequences (Baldwin 2016). In his opinion, in order to make the most out of the process of diversity, organizations are at the authority to go out of their way. However, on organizational culture Chris Argyris has different point of view. According to him, various stages are associated with organizational cultures (Cunliffe 2016). The first stage is associated with organizational culture for discrimination and fairness. In this stage, emphasis has been laid upon the compliance with the provisions of the Federal regulations governing equal opportunity employment. In this regard, Chris Argyris was of the opinion that, during these stage organizations implements various systems for the purpose of self-evaluation and in such process efficiently utilizes the recommended metrics for the purpose of recruitment and retention of employees belonging to different identity groups (Liep? and Sakalas 2015). In this regard, it is worth noting that, such approach in the long run resulted into greater diversification of employees. In this context, Chris Argyris opined that as a result of diversification of staffs in an organization it does not create favorable impact upon the organizational cultures because the nature of the work performed by the organization does not change. Therefore, Chris Argyris was of the point of view that, as a result of change in organizational culture due to change in diversity often created resistance while moving out from such stage on the while other companies could not shift their organizational cultures beyond compliance.
Perspectives of Mary Jo Hatch and Chris Argyris
According to the point of view of Mary Jo Hatch, changes in organizational behavior can be emphasized in different ways. Therefore, it is worthwhile to mention here that, Mary Jo Hatch emphasized much upon the recent organizational norms. It is worth mentioning hat, single-loop learning is taken into consideration when problems are detected and at the same time addressed by the organizations while carrying out their policies. The process and the activities involved in such problem-solving is carried out with an objective to involve in firm-based competencies. However, the process of double-loop learning is associated with the questioning of the norms of organizations regarding the fact that whether such norms are appropriate for the best interests of the organizations (Lozano 2014). Therefore, the double-loop process is involved in the questioning as well as in the modification of the underlying norms, policies and procedures of the organization. In this regard, Chris Argyris in his opinion stated that the process of double loop learning has proved to be more beneficial in addressing the existing turbulences and obstacles involved in organizational cultures. From the beginning, the purpose of organizational learning is to promote and at the same time produce innovative ideas for the improvement of organizational environment. According to recent studies, the process involved with double-loop has shown favorable results in developing new and innovative organizational knowledge which is closely associated with the integration of organization model. Therefore, it can be rightly stated that there is a positive relationship between organizational learning and performance.
It is worthwhile to mention here that, the process of organizational learning is involved with detection and correction of various organizational errors. The organizational management have always involved themselves in the process of minimizing the risk of problems which are closely related to organizational culture. However, overemphasizing the issues of organizational changes has been taken into account by applying both the processes of single-loop learning and double-loop learning. To lessen the risks of error is the major concern of the management however, in the long term the errors of organizations will cease to exist. It is noteworthy to mention here that, the processes of single loop-learning can be referred to as obstacles of organizational learning on the other hand, double-loop learning helps in enhancing organizational learning.
References
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