Organisational Behaviour and Organisational Culture

Question: Discuss about the Organisational Behaviour and Organisational Culture. Answer: Explained Theories of Organisational Culture Organisational culture is the area of understanding the behaviour of the associated staffs. According to Katzenbach, von Post Thomas (2014), the judgment presented on the members assumptions, beliefs and values is determined as the organisational culture. The literature has been focusing on the theoretical analysis of the organisational culture. The organisational culture is usually categorised into seven primary characteristics. First, Innovation and risk taking, which measures the encouragement provided to employees for undertaking any risk. Second, Detailed Attention is determining the expectation, analysis, and concentration on a particular aspect. Third is outcome orientation, which is usually concentrating on the results. Fourth is People Orientation, which determines the analysis of the effects on the people involved with the organisational functions (McDonald Foster, 2013). Fifth, Team Orientation is ensuring whether the work is arranged around teams or individuals. Sixth c haracteristic is presenting the measurement of the peoples attitude towards organisational activities. The recognition of the proper attitude is highlighted through such measurement. The seventh and final characteristic is Stability, which indicates the measurement of the growth stability once the change is executed. The literature has been also focusing on the formalisation. The Dominant Culture is granted as the core values, which is the distinct personality of majority of the organisations members. On the other hand, Subcultures is describing the mini-cultures that are divided as per the geographical separation and the designation of the different departments. The core values are defined as the dominant values, which are completely accepted throughout the organisation. The strong culture is also a form of core value, which is widely shared among the employees in the organisation. The cultural functions have been categorised into several aspects. The organisational culture creates the sense of identity to make the employees understand the norms and values. It is also required for defining the boundaries between the organisation and others. Organisational culture is effectively enhances the commitments to ensure developments. Apart from these aspects, organisational culture is important for the stabilisation of the social system and controlling the mechanisms by addressing the informal rules and norms. The organisational culture concentrates on three major processes. The first one is the selection of the right candidate who can be fitted into the organisational concerns (Van Maanen, 1978). The top management then has to take the responsibility to establish the cultural norm that is needed to be adopted by the organisation. The final procedure is the socialisation, which helps the employees to be accustomed with the existing cultures. The socialisation process is associated with three different stages. Pre-arrival stage is the learning period of the new employees during the initial time of joining. Encounter is determining the observation of the possibilities and expectations for the reaffirmation. The final stage is Metamorphosis, which described the adjustments of the employees while working with the diversified groups in an organisation. When these three steps are completed, the socialisation process will be structured perfectly. The employees can learn through stories, rituals, language, and material symbols. It is important to be focused on the ethical standards while establishing the organisational culture. The high tolerance of the risks, focusing on the outcomes, and moderate aggressiveness are the structured division for the ethical standards (Reis Geller, 2010). The managerial practices are necessary for promoting such standards among the associated employees. Culture should be treated as the liability for each individual. The employees face barrier to change when the cultural value is not associated with the necessary values. Similarly, barriers to diversity are found when the employees are pressurised by the strong cultures. The incompatibility found in cultural trait can be the reason behind the destruction of the successful merger process sometimes. References Katzenbach, J., von Post, R., Thomas, J. (2014). The critical few: Components of a truly effective culture.Strategy+ Business, 1-9. McDonald, S., Foster, R. A. (2013). The use of Johnson's Cultural Web to improve understanding of organisational culture: a critical review. International Journal of Management,30(4), 340. Reis, M. Geller, J.B. (2010). Chapter 7: Change that works. A Managers Guide to Human Behaviour. [New York], American Management Association. Van Maanen, J. (1978). People processing: Strategies of organizational socialization.Organizational dynamics,7(1), 19-36.