7. Culture Catalyst: How Organizations are Driving Change Through Cultural Transformation

ORGANIZATION CULTURE IN ORGANIZATION

Figure 1

Organizational culture refers to the underlying values, beliefs and code of practice that involved in shaping up an environment, society, the self-image of member of the organization. The key influences on the Organization Culture in companies are Founder, Business Size, Rewards, Market, Structure of the organization and Work Environment. Working in a principled and truthful way is and has been the core of  any organization's business. Generally organization stand by their values every single day, and endeavor to execute them in daily corporate activities as well as in associations with stakeholders. 

Organization's Vision and Values are stated in the company’s Code of Ethics and convey company’s responsibility to act reasonably, considering the culture and atmosphere in which the company function, and to endeavor for brilliance in all respective company's activities. Organization strives to liberally connect with its dealers in a polite and good manner. However, company will cease from contracting or end prevailing engagements with dealers and business partners in cases which companies doubts or is aware that they breach their Code. Sustainable procurement promotes suppliers to approve and execute related procedures, agreement plans and work methods to guarantee loyalty to ethics and moral standards set in company code. 

TYPES OF ORGANIZATION CULTURE

Completing Values Frameworks developed by Robert Quinn and John Rohrbaugh who were researchers at the university of Michigan. In 1981 they sought to identify criteria for organizational effectiveness. As part of their research, they came up with competing values framework which have two dimensions and then identified four type of cultures which led to Organizational Cultural Assessment Instrument. 

The  Four different types of organizational cultures are Clan Culture, Adhocracy Culture, Hierarchy Culture and Market Culture. 

Figure 2

Initial perceptual variation in the social system: between inconsistency and solidity as well as internal and external environment of the organization was specified and developed into organizational level. The focus of X and Y axes are flexibility and freedom to act and Internal External Focus. In Organizational Market Culture (Rational cultures) say Individual information processing by goal explanation, reasonable decision, and decisiveness which is assumed to be a means to the end of enhanced performance like competence, efficiency, and revenue, or influence. 

Organizations generally highlight on authenticity, efficiency, productivity, and compliments to the power of the manager. Members are assessed based on quantifiable output and outcome is always made conclusively. 

The Adhocracy in companies (Developmental culture) advocates, spontaneous information managing by vision, creation, and innovation. These are expected to be a means to the end of regeneration like 

• External support, 
• Supply gaining, and development. 

External resources and growth were emphasized, while decision-making is always instinctive, and members are assessed by work. 

The Clan Culture of organizations (Consensual cultures) suggest shared information managing by conversation, contribution, and agreement. These are expected to be means to the end of cohesion like, 

• Climate.
• Self-esteem, and team coordination. 

Which is emphasis placed on confidence, group cohesiveness, and membership as the main factor of enthusiasm. The instant reaction is pointless, and decision-making should require the involvement of the members,and they are assessed based on the excellence of the relationship. 

For example, in any company, change manager’s team ensured that they had communication to each employee teams to understand their fears. This part is where the analysis of critical to not so critical employee comes in play. Because by having conversation to a very critical employees, the manager ensured with them that they have the place in the future of company along with the clear career development path. 

Hierarchical culture in organization entitlements, recognized information managing by documentation, monitoring, and evaluation and it is assumed to be the end of endurance which is, 

• Solidity, 
• Control, 
• Management. 

an Instant reaction is unnecessary as decision-making is based on accurate analysis connections with the implementation of principles for stability and control. Safety is the key element of motivation. 

REFERENCES:

Alicia Boisnier, J. C., 2003. The role of subcultures in agile organizations. Mahwah, Nj: L.Erlbaum.

Antonsen, S., 2009. Safety culture and the issue of power. Safety Science, 47(2), pp. 183-191.

Azzuhri, M., 2018. Techno-structural intervention and its effect on readiness for change in the Indonesian government-owned corporation. International Journal of Public Sector Performance Management, 4(4), p. 482.

Schein, E. H., 2010. Organizational culture and leadership. Chichester: John Wiley, Distributor.

Schein, E. H., 2017. Organizational Culture and Leadership. 5th ed. s.l.:Hoboken, New Jersey Wiley.

Singer, P., 2002. A companion to ethics. Oxford, Uk ; Malden, Mass.: Blackwell Reference.