Organizational Culture


Organizationalculture refers to human behavior within an organization and thesignificance that people accord to the behaviors. Culture consists ofthe establishment’s vision, norms, values, systems, language,habits, beliefs and symbols. Piccolo and Bardes (2011) definedorganizational culture as a group of mutual mental conventionsguiding the interpretation and activities in an organization thatdefines the appropriate conduct for specific situations.Organizational culture does affect the manner in which groups andpeople interact with clients, stakeholders and each other.Organization culture also referred to as corporate culture depictsthe following features

  1. The manner in which an organization treats its employees and conducts its business

  2. Freedom in decision making and openness to new suggestions

  3. Organization structure and the flow of information

  4. Employees` commitment to the organization objectives (Piccolo and Bardes, 2011).

Organizationculture affects the performance and productivity of an organization.More than often organization culture is distinct among organizationsand tends to be rigid to change.

People-orientedculture represents a value for individual rights, fairness andsupportiveness. To these organizations, people are the greatestasset. People-oriented companies exhibit and use fair procedures.The working environment is fun, and employees do not feel bored(Standford, 2010). Treating other people with dignity and respect isvery important in an organization that is people-oriented.I work as adoctor in a private hospital. The hospital exhibits people-orientedcharacteristics. In addition to caring for the clients that seekmedical attention at the health unit, the staffs are wellremunerated. The employer offers healthcare insurance and perks forovertime work. In spite of the hospital being privately owned, theyhave a well-structured promotion scale. Promotion is, therefore,quite fair. Themanagement respects the dignity of each patient aswell as the staff.

Team-orientedcultures are collaborative and lay emphasis on teamwork amongemployees. For example, the medical center facilitates the culture bycross-training its staffs consequently assisting one other whendesired (Standford, 2010). Workers take part in weekly consultativemeetings where they work together to identify challenges at theworkplace and determine appropriate remedies. In team-orientedestablishments, workers have positive interactions with theircolleagues and above all with their bosses.

Detail-orientedemphasizes paying keen interest to details and precision. When I usedto work in the hospitality industry, being detailed in once servicegave one a competitive advantage. Detail oriented culture enablescompanies to differentiate themselves from other players in the sameindustry (Schein, 2010). For example, the hotel I worked for, keptrecords on the best pillow a client preferred, the type of newspaperhe or she reads amongst other things. This gathered information wasused to provide improved service when the customer wasimportant to note that clear consideration to detail impressescustomers and guarantees repeat visits. Furthermore, the hotelensures that a hamburger takes a particular shape. Failure toorientate as per the required shape leads to automaticdisqualification.

Outcomeoriented cultures emphasize action, achievement and results as vitalvalues. The hotel has a culture that emphasizes sales performance.The hotel management trains and mentors employees to serve theircustomers with the best service possible. Revenue declaration is adaily process that all employees are made aware. They evaluate theirworkers based on results the fulfillment of the stated objectives(Schein, 2010). In outcome-oriented cultures, employees as well assupervisors ensure maximize utilization of the resource since theirrewards pegs on the success of the company. Performance is,therefore, tied to the reward system. At the medical center, thelaboratory department strives to produce results on the tests onpatients within a short period. Result-oriented service improves theoverall service delivery for the hospital. The doctor furthermoretreats their patients with certainty and seeks to discharge them assoon as they recover and are out of danger.

Organizationsadvocating innovative cultures are flexible and tend to try out newideas. Such company anchors its progressive success on thedevelopment of new products for markets. Rewards are at stake foremployees who innovative new products and new strategies. Titles,ranks and status distinctions are downplayed (Rao, 2010). Clientslike experimenting with new concepts and therefore innovativecompanies with unique culture captures a majority of market share.The company thus encourages workers to take risks. At the hotel, theeach month was characterized by a new recipe of cooking.Experimentation of new ways of cooking different meals is an ongoingexercise.

Aggressivecultures value competitiveness and outpacing competitors. The cultureinvolves devotion to achieving the objectives of the organization byall means. It involves venturing into new fronts with all the risksinvolved. A classic example is the way the hotel opens new branchesat key cities. The aggressive culture has seen the hotel open upbranches at all major cities in Britain (Piccolo and Bardes, 2011).

Theorganizational culture fostered at the hotel is strong and felt byboth the employees and the clients. Employees have the freedom toinnovate and make decisions pertaining to the progression of thehotel. Even though, there exist a protocol hierarchy at the hotelinformation and opinion flow is open amongst the employees and themanagement. Employees` welfare is satisfactorilyabove the government and labor-based standards. All employees havehealth insurance premium automatically deducted from their salary.

Theorganizational culture at the hotel is pretty fine given its friendlynature. The fact that the hotel takes people as its greatest assetis very promising. People like to attach themselves with companiesthat accord them respect and dignity. The teamwork element that allworkers participate in not only beneficial to the hotel but to thesocialization process of clients and employees (De Vries, 2011). Thecompany though should beware with its aggressive nature. The rate atwhich it opens branches is alarming. Establishment of a new branchought to be in consideration with a promising market share.Furthermore, the company has to improve its outcome evaluationstrategies. The hotel ought to motivate its hardworking employees.Such motivation would endear others to produce more results thateventually translate to greater sales for the hotel.


DeVries, M. (2011). The questionof organizational culture. Reflections on Organizations:On the Couch with Manfred Kets de Vries. Jossey-Bass, Hoboken, NJ

Piccolo,R. &amp Bardes, M. (2011). Culturaldue diligence.In Baker, H. (Ed.) Art of Corporate Restructuring, John Wiley &ampSons, Hoboken, N.J

Rao,P. (2010). Organizational culture and effectiveness. OrganizationalBehavior. Global Media,Mumbai.

Schein,E. H. (2010). Organizationalculture and leadership.San Francisco: Jossey-Bass.

Stanford,N. (2010). Organizationalculture: Getting it right.London: Profile.