Organizational Culture

Submitted By:

Awwad, Hasan

Operation Management

Charisma University

Saeed, Walaa

15/10/2022
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According to (Awadh & Alyahya 2013) Culture is defined as a mixture of values, sets, beliefs,

communications and explanation of behavior that provides guidance to people.

The main idea of culture comes from sharing in learning processes that have been based upon systematic

allocation of resources.

Different kinds of cultures have been defined as followed:

 Counter Culture

 Sub Culture

 Strong Culture

 Weak Culture

performance is the degree of an achievement to which an employee’s fulfill the organizational mission

at workplace (Awadh & Alyahya 2013)

Organizational culture is a system of shared values, assumptions, beliefs, and norms that unite the

members of an organization. Organizational culture reflects employees’ views about “the way

things are done around here.” Culture gives meaning to actions and procedures within an

organization and may be considered to be the personality of the organization. The culture

specific to each firm affects how employees feel and act as well as the type of employee hired

and retained by the company. (Gomez-Mejia& Balkin, 2012)

According to Gomez-Mejia& Balkin, (2012) There are three aspects of an organization’s culture

1. Visible culture The aspects of culture that an observer can hear, feel, or see

2. Eespoused values The aspects of corporate culture that are not readily observed, but

instead can be perceived from the way managers and employees explain and justify their

actions and decisions

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3. Core values A firm’s principles that are widely shared, that operate unconsciously, and

that are considered nonnegotiable

Gomez-Mejia& Balkin, (2012) argue that Using Organizational Culture as a Business Tool as next

1- DETERMINE WHETHER THE CULTURE IN YOUR ORGANIZATION IS STRONG OR

WEAK.

Strong cultures give employees useful performance information. For example, innovative cultures

encourage employees to take risks and experiment with new ideas and avoid punishing them

when an experiment does not bear fruit. Often experimental ideas that fail lead to successful

outcomes later.

2- LEADERS SHOULD ALIGN THEIR VISION TO THE ORGANIZATIONAL CULTURE.

Leaders that link their vision to the organizational culture and its values are more likely to influence

followers to be more committed to the vision rather than simply comply with it. Committed

followers require less supervision so the leader has more time to focus on work that may have

greater strategic significance.

3- IT IS VALUABLE TO PROVIDE AN ORIENTATION PROGRAM TO ALL NEW EMPLOYEES

SO THAT THEY LEARN THE ORGANIZATIONAL CULTURE IN A CONSISTENT WAY.

Orientation programs teach employees company history, the key products and services the company

provides to the customer, and about company traditions. For example, the Walt Disney Company

offers an orientation program to all new employees at a corporate training facility called Disney

University

According to Gomez-Mejia& Balkin, (2012) Three major aspects of organizational culture.

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• Visible culture—things people can hear, see, or feel, such as formality or informality of employee

dress.

• Espoused values—the expressed values of the organization.

• Core values—the fundamental values that drive what is important in an organization

According to Gomez-Mejia& Balkin, (2012) states that Organizational culture performs several

important roles in organizations including:

• Encouraging employee self-management by defining roles and expectations.

• Promoting stability by providing a sense of continuity.

• Socializing workers by helping them fit in with the organization.

• Contributing to organizational performance by supporting the strategy of the organization

The processes through which organizational culture can be developed and sustained. (Gomez-

Mejia& Balkin, 2012)

• Cultural symbols

• Rituals and ceremonies

• Stories • Language

• Leadership

• Policies and decision making

The sources of resistance to change.

• Self-interest

• Lack of trust and understanding

• Uncertainty

• Different perspectives and goals

• Cultures that value tradition

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Examples of how the company you have selected uses its organizational culture as a business tool

1-Cisco Systems:

has a culture that emphasizes teamwork and innovation that gives it a competitive advantage in the

development of new products, which requires cross-functional collaboration between people

with diverse backgrounds such as engineering, manufacturing, and marketing

Cisco Systems is a technology company with $36 billion in Cisco Systems technology firms, having

acquired 127 companies between ability to integrate the technology and people of the firms it

acquires into its line of businesses, which is unusual in expanding into businesses beyond its line

of Internet hardware into video technologies by acquiring Scientific Digital Technologies, a

maker of handheld recorders for The company has used its newly acquired Cisco’s greater

complexity of businesses, CEO John culture of collaboration. In support of the collaborative

culture at Cisco, CEO Chambers reorganized Cisco’s lines of businesses into an elaborate system

of committees made up of managers from different functions. “councils” that are in charge of the

largest markets up to $10 billion in revenues and “boards” in charge of smaller Supporting both

councils and boards are working the councils and boards. enables Cisco to increase the speed at

which businesses CEO Chambers sets the tone for the culture of style and by encouraging other

leaders to develop skills of Many managers have leading roles both in a function such managers

perform in teams determines 30 percent of their Those managers who work well with others have

collaboration by cultivating a cooperative management. (Gomez-Mejia& Balkin, 2012)

2- Domino’s Pizza

Patrick Doyle to change the pizza after its recipe had remained the same since the founding of the

company 50 years ago. Not only did CEO Doyle decide to substantially change the pizza but he

took a calculated risk to advertise it this way and announced to the world that Domino’s would
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change every part of its core pizza. The decision for change of this magnitude is a bold one

because CEO Doyle had no backup plan if the taste of the new pizza did not catch on with

Domino’s customers. By refusing to consider going back to the old pizza formula, CEO Doyle

indicated that the company would be committed to the changed pizza. One way CEO Jack Welch

reshaped and changed General Electric’s (GE) culture was the Work Out program. Work Outs

for each business unit followed the same basic pattern: hourly and salaried workers came

together from many different parts of the organization in an informal three- to five-day meeting

to discuss and solve problems. Work Out is no longer an event today but instead is the process

by which work is done and problems are solved at GE. The format for Work Out follows seven

steps: Choose a work process or problem for discussion. Meet for several days and come up with

recommendations to improve work processes and solve problems. GE’s Work Out process solves

problems and improves productivity for the company, but the benefits go beyond these goals

(Gomez-Mejia& Balkin,(2012)

4- Autorobot

Product development has been the foundation of Autorobot, which manufactures and markets collision

repair equipment and measuring systems. This 48-year-old family-owned business has around

100 patents and exports to 70 countries worldwide. The company participated in the Pake Savo

project to learn more about service design thinking to progress customer orientation in its

processes, improve internal communication, and support other development projects to

modernize its production and machinery. The Pake Savo project provided training and coaching,

business model and service design with Savonia Innovation Tool (InTo), and consultancy for

opening a webstore. (Santti, et al 2017)

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“Pake Savo training and small group coaching gave us a different view to modernize operations and also

new ideas we would never thought of, and especially InTo brought new excitement for us,”

stated the marketing designer of the company, who also credited the employees’ long work

history (20–30 years) for bringing them together as a team. Autorobot has a need to become

more of an adhocracy type of organization and less of the hierarchy type, which has clearly, with

small impact, happened due its participation in the business model development project (Santti,

etal ,2017)

Business Process Management:

According to Schmiedel, etal (2012) successful business process management (BPM) implementation

goes beyond using the right methods and putting the right systems in place.

By means of the BPM-Culture-Model intend to contribute to a better understanding of the notion of

culture in BPM. The model is based on a comprehensive review of the literature on Business

Process Management

the tool is implemented as an online survey that allows representatives of organizations to do a self-

assessment of their organizational culture

an assessment tool to measure the cultural fitness of an organization for business process management

tool can be accessed via the following link: www.bpm-culture.org

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References

Santti, U., Eskelinen, T., Rajahonka, M., Villman, K., & Happonen, A. (2017). Effects of

business model development projects on organizational culture: a multiple case study of

SMEs. Technology Innovation Management Review, 7(8).

Schmiedel, T., vom Brocke, J., & Recker, J. (2012). Is your organizational culture fit for

business process management. BPTrends, 9(5), 1-5.

Awadh, A. M., & Alyahya, M. S. (2013). Impact of organizational culture on employee

performance. International review of management and business research, 2(1), 168.

Gomez-Mejia, L. R., & Balkin, D. B. (2012). Management. Pearson Education.