PANKAJ GUPTA IMG/09-11/11

ORGANIZATION CULTURE

This paper is a brief but critical survey of some theories of organizational culture. It outlines the
theories of culture borrowed from anthropology by social scientists interested in 'complex
organizations', and locates these theories in an historical debate regarding their 'proper' use.

Organizational culture is the workplace environment formulated from the interaction of the
employees in the workplace. Organizational culture is defined by all of the life experiences,
strengths, weaknesses, education, upbringing, and so forth of the employees. While executive
leaders play a large role in defining organizational culture by their actions and leadership, all
employees contribute to the organizational culture.

Organizational culture is an idea in the field of Organizational studies and management which
describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values)
of an organization. It has been defined as "the specific collection of values and norms that are
shared by people and groups in an organization and that control the way they interact with each
other and with stakeholders outside the organization.

Organizational culture and corporate culture are often used interchangeably but it is a mistake to
state that they are different concepts. All corporations are also organizations but not all
organizations are corporations. Organizations include religious institutions, not-for-profit groups,
and government agencies. Culture is comprised of the assumptions, values, norms and tangible
signs (artifacts) of organization members and their behaviors.

The success of any company depends in part on the match between individuals and the culture of the
organization. Organizational culture is the set of operating principles that determine how people
behave within the context of the company.

Organizational cultures form for a reason. Perhaps the current organizational culture matches the
style and comfort zone of the company founder. Cultures frequently echo the prevailing
management style. Since managers tend to hire people just like themselves, the established
organizational culture is reinforced by new hires.
One type of organizational culture is the "tough-guy culture" or "macho culture." One of the
most common aspects of the tough-guy or macho culture is the quick feedback and high rewards.

Second type of organizational culture is the "work hard/play hard" organizational culture. This
type of an organizational culture that doesn't take a lot of risks, but it does take a few, and all
receive fast feedback.

Third type of organizational culture is the "bet your company culture." This is a type of company
where huge decisions are made over high stakes endeavors. In this type of culture, the end results
of these decisions may not be seen for months or even years.

Fourth type of organizational culture is the "process culture." A process culture is most often
folded in organizations where there is actually no feedback.