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Attitudes of Organizational Culture
Culture had been defined not as the behavior of the people living in it; it is the "it" in which they live. The culture of an organization includes the language, dress codes, and habits of the operations, value systems, an ethics' code, attitude and interactions between various strata of the organization and work principles. Norms are the organized and shared ideas of what the members in the organization do and feel, and how these norms should be regulated. The basic needs are physiological, needs for security, affiliation, to feel self-esteem and for self-actualization (Harvey and Brown, 1976).
Many of these needs get infused from the individuals that work in the organization into the culture of the organization. An example of the employees of Saturn Car manufacturers, whose managers do not wear a suit and ties, to work. This eliminates the distinction between the blue collared and white collared workers (White, 1997).
Cultures in an organization do change over a period of time. "Organizations deal with change on a day-to-day basis, as do people. Change is inherent in contemporary organizations and its management...
" (Mukherjee and Mukherjee, 2001)
In established and bigger organizations, application of the change process is more gradual. Traditional bureaucratic, organizational structures have a large number of rules and regulations that may hinder the process of change and new policy implementation. Organizational structures, rules and regulations are generally viewed as instruments set in place to facilitate and aid task performance by all those involved in the organization (Morgan, 1997 p. 175).
The degree of agreement between the values, cultural norms, and attitudes that are required for implementation of the proposed change and the organization staff's existing attitudes, values, philosophy, and operating style also determines the success of any change that can be implemented.
A new member joining the organization can either find the culture and norms unclear, confusing and restrictive, or the culture and norms may fit the individual's own culture and norm. When the cultures do not match, the new member may try to…
Bibliography
Harvey, Donald F. And Brown, Donald R., 1976. An Experimental Approach to Organization
Development. Englewood Cliffs, NJ: Prentiss-Hall, Inc.
Morgan, Gareth 1997. Images of Organization. Thousand Oaks, CA: Sage Publications, Inc.
Mukherjee, Ananda and Mukherjee, Jyotsna. 2001 Structuring organizations for the future:
analyzing and managing change. Retrieved April 20, 2002 at http://www.managementfirst.com/articles/managing_change.htm
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