Good Coordinating Organizations Essay Example

The management and the style of leadership adopted affects the organizational culture (Shili 2008). The employees respond to the kind of leadership they receive. The contributions of the managers to the culture depend on the position they hold in the hierarchy of leadership, their training, and their leading style. For example, a manager who engage their employees and involve them in strategy development and decision-making enhances a culture where employees are attached to them and of the long-term association with the organization.
The environment affects the culture of the organization. The factors in the environment such as judicial, economic, technological and cultural all play a significant role in influencing the culture in the organization. When the nation experiences economic crisis, the impact is felt within the organization. The judicial environment affects the organization either positively or negatively especially when its elements are in contradiction with those of the organization. All the stakeholders in the organization including employees and members derive their values, beliefs and attitudes of the national culture. The technology and the techniques in use have some level of implication of the culture. For example, there are techniques that reduce the frequency and intensity of human contacts.
The founders and the owners of the organization affect the organizational culture. The founders create the philosophy that will be in operation in the organization and determine the basic values (Martins & Terblanche 2003). The employees and members who come in after tend to follow what the values they find in operation. This means that the if the owners are influential and keen on developing the culture of the organization, then their impact will be felt in all the levels of the organization.
The working groups in a company influence the culture of the organization. Each employee or member brings convictions, behaviors, mentalities and perceptions to the firm. The working groups consist of personality traits that are the attributes of the members, their training, experiences and their attitudes. The gender of the employees in the working groups is also contributing factor to the organization’s culture (Martins & Terblanche 2003). Workgroups dominated by males have a more aggressive feature compared to those dominated by females. The situational variables in the working groups consist of nature of tasks and the workspace. The individuals in the firm will affect how everyday activities are run by the firm. It will impact communication, the types of relationships between members, how conflicts are resolved, creativity and innovativeness. For example, a company that employs the majority of young people creates a culture of competition where each employee is striving to become the best.
The culture of the organization is also affected by the nature of business. Firms and employees in different industries sometimes have their culture affected by aspects already in that specific industry. For example, employees in the healthcare sector are expected to show concern and be empathetic to their clients. Organizational characteristics such as complexity and size also affect the firm’s culture (Maull et al. 2001). Organizations that are small in size tend to have a homogeneous culture while large organizations tend to have subcultures. The goals and the strategies that the firm adopts in order to achieve its targets affects its culture. Companies that embrace a fast paced environment create a culture where the employees and members are attentive and aggressive. Firms that want to maintain commitment and engagement from the employees and members embrace transparent ways of recognizing and rewarding outstanding performances and contributions.

Works Cited.

Shili Sun. (2008). Organizational Culture and Its Themes. International Journal of Business and Management 3(12): 137-141.
Martins, E. & Terblanche, F. (2003). Building Organizational Culture that Stimulates Creativity and Innovation. European Journal of Innovation Management 6(1):64-74.
Maull R., Brown P. & Cliffe, R. (2001). Organizational Culture and Quality Improvement. International Journal of Operations & Production Management 21(3):302-326.