8. Subculture Dynamics: Unveiling the Strength Within Organizational Culture

SUBCULTURE IN ORGANIZATIONS AND STRENGTH IN ORGANIZATIONAL CULTURE

Figure 1

It is commonly acknowledged that few organizations across the world have efficient and consistent cultures. (Schein, 2010) According to Reason (1997), culture is not a single structure in an organizational context but a mixture and constant interaction 

between various organizational subcultures (Antonsen, 2009); (Schein, 2017)). 

In practice, particularly for big and international organizations, several elements can create subcultures, such as state, regional, sectors, and skilled cultures, political and financial situations, technology, and policies. In this concern, Pidgeon (Pidgeon, 1998) stated that this point of various subcultures may result in conflict in priorities and responsibilities. That leads, according to Pidgeon, to inconsistencies, uncertainty, and conflict of beliefs, approaches, and actions among organization employees, which hypothetically leads to negative effects on well being outcomes. 

Moreover, such sub-cultures in one business can overlap and conflict with each other. However, Pidgeon (Pidgeon, 1998) also suggested that various subcultures within an organization could develop in a helpful experience; in companies this may begin, for demand, diverse responses, and evaluations in reaction to dangerous circumstances. In sum, it is hard to disagree with the reality of different subcultures in one individual business. However, the most important is to guarantee collaboration between these subcultures. Therefore, many organization's the overall organizational culture understands the subcultures' negative and positive influences to build an integrated solid and effective culture. (Alicia Boisnier, 2003)

Furthermore, the organizational culture, whether there are subcultures or not, should allow the organization to act and change to new adjustments. (Douglas A Wiegmann, 2004) It must be able to create the manners within the organization that lead to its outcomes. In addition, organizational culture should offer a perception of fit in to individuals, contributing to their obligation toward accomplishing the organizational goals and objectives and their social constancy. Therefore, their actions can be successfully formed and produced positively. 

However, several circumstances can affect this role of organizational culture. In practice, corporate culture is affected by how the company is organized and how its leaders set it up for a victory. Furthermore, making it a behavioral concern and encouraging team coordination and leadership would impact the culture of any organization. General and social culture is another element impacting organizational culture; certainly, how people behave is clearly connected to society's standards. Therefore, because of the impact of many considerations, some organizational cultures could be deeper than others. 

There are several strengths of organizational cultures. 

• For example, mature organizational culture is considered by the solidity of its staffs and their skills to collaborate and encourage great value. A strong culture is an additional kind of strength of organizational culture. It suggests to the one that maintains high moral values and supports transparency about behavior that must be implemented and executed by its members. 

INFORMAL ORGANIZATIONAL CULTURE 

Figure 2

The informal organization contains of the individual relationships and means of communication that are often required to achieving the work of the organization. However it is not a part of the recognized organization structure, and associated with the theory is the organization cultures the common principles, opinions, and beliefs about the firm and what it stands for. 

The informal organization and the organization’s culture are designed by people throughout the organization rather than being controlled by top management. Informal organization and culture are significant factors in the overall layout of an organization, because of their impact on the performance and implementation of employees. In creating or reshaping an organization, management should constantly take the informal organization and the general culture into account. If the organization’s layout conflicts with its culture, it is doubtful that the plan will be successful. And where the plan particularly tries to discourage, part of the informal organization, destructive conflict may result. 

In companies as in general, the leaders won't announce a change suddenly and assume it to get completed. They put in a position to get all the necessary information and activities, they pushed the current situation forward by encouraging and motivating the employees to be keenly cooperative and proactive in taking constructive decisions and approaches. From the people management point of view, appointing staff from different departments of the organization for a project to be more effective as reaching out to their members is effortless and time efficient. The framework is widely open that the project team itself can be the voice of the organization for its open communication. Organizations, when they implemented the change, company invests great effort and resources in developing further capabilities and skills in their employees, from which they benefit during their work at respective companies and which they take with them wherever their career path leads. To this end, organization widely offers their employees and managers enhancement courses such as Excel training, Office training, and English lessons as well to further support the communication between employees and managers, the process includes a self-evaluation by the employee, which allows a more productive and in-depth communication between manager and employee focusing on the employee’s performance. 

Figure 3

A change in culture isn’t simple and can do more damage than good if not executed accurately. Leaders need to realize that it is the people of the organization who will implement the change and therefore they need to be on-board that change is essential. 

1. The principle of the new change is not clear to employees. Proper communication of the proposed change and honesty to address fears is the initial step to make sure employees see changes are in their concern. When the intention of the change is not addressed properly or the employers did not convince the necessity of change, they will refuse the change. 
2. The change is extreme. A radical change can be tricky to implement and can clash with a bigger amount of resistance. 
3. Lack of Communication and Lack of Training. Acceptance is easier when employees are prepared for what's coming. There will be implementation details approaching application, but to make them well prepared will help them into the procedure of adjusting to the new change. .
4. Lack of feedback. It is crucial to take feedback from employee to evaluate how change is working or if employees are encountering any challenges. The biggest differences, causing in unproductive changes, are seen when the perception of specifications is unique at each level of the organization. By pursuing feedback, employees will understand a part of the decision and it will be simple to bring them on board and make new change smoother. 

Therefore, leaders at the organizations across the world, ensure that they had communication to each department to understand their fears before implementing new challenges. For Example, After pandemic, there was a massive organizational change in globally. While implementing the change, it was tougher to get everyone on board since majority of employees starts their remote work mode. And lots of companies ensure that not to put their customers in critical situation. Therefore, majority of organizations implemented the required technical solutions, which allowed their representatives globally to be fully connected to all appropriate supporting platforms, as well handling their contact center virtually and successfully maintain their best-in-class service level, and even nowadays  their continuing the virtual contacts. Many organizations sustained their adaptation to the “new normal” of operating under the remote work mode system. As part of this change, companies providing employees a hybrid mode of work, working both from home and from the office, in areas where possible. 

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.

Pidgeon, N., 1998. Safety culture: Key theoretical issues. Work & Stress, 12(3), pp. 202-216.

Pink, D. H., 2009. In: Drive: the surprising truth about what motivates us.. S.L.: Canongate Books Ltd

Douglas A Wiegmann, H. Z. T. L. v. T. G. S. A. M. G., 2004. Safety Culture: An Integrative Review. The International Journal of Aviation Psychology, 4, 14(2), pp. 117-134.