Behavior Organizational Culture Corporate Culture

¶ … Behavior

Organizational Culture

Corporate culture represents an aspect that interests both theorists and practitioners in the business field. The influence of organizational culture on employee behavior, on productivity and efficiency of the company determines organizations to develop sustainable strategies in building an organizational environment that can encourage and support innovation and diversity. However, in order to reach this objective specialists have developed a series of surveys that help managers and companies identify important details about their environment.

The results in the McGinty survey were quite surprising. For example, based on these results, my company is a modern culture. The surprise is represented by the fact that I considered this company of being traditional oriented. Although the environment in our company is an intellectual one, people in this company prefer hand-on practice. The company establishes several procedures for managers and employees to follow, but these procedures are supported by flexible systems and practices. The selection and recruitment process in this company tends to favor internal resources rather than external ones. Also, interdepartmental communication in the company is pan efficient one, but top management does not communicate frequently to subordinates.

From the interpretation of the results in this test, it seems that the company builds a Set of the Pants culture. This is also somewhat of a surprise, given the fact that my assessment of the company is that it has more of a vertical structure, rather than a flat structure assumed by this type of culture. As the articles states, there are several problems associated with this type of culture. My observations reveal the truthfulness of this statement. For example, the fact that many of the activities in the company are performed in a quick manner because the top management wants rapid response to customers' needs, might lead to reduced motivation and productivity (Moss, 2001).

As mentioned above, communication issues are frequent in this company in the case of top-down communication. This is probably because managers do not appreciate the importance of communication, or they prefer not to include their subordinates in the decision making process. The availability of top managers for their subordinates is another issue that must be modified in order to develop a fair organizational culture.

The Glaser test has also revealed some interesting facts about my company that I did not manage to observe previously, probably because of the involvement in the company's processes. For example, the rather high score in the teamwork and conflict scale reveals that the company is characterized by frequent conflict. Although the atmosphere at work is a rather friendly, collegial, and supportive one, small conflicts tend to develop quickly. This can be attributed to the reduced level of control exerted by the managers as a result of the relaxed culture they are trying to implement.