ORGANIZATIONAL CULTURE.

Organizational culture represents a companys overall lifestyle and involves

the variety of element that makes the organization stand out among
internal and external collaborators. For example, the companys believes,
ethics, working methods, history, values, social engagement, working

environment and the dress code .

 Organizational architecture

Organizational architecture practically deals with the

beliefs, ideologies, principles and values that the
individuals of the organization share.
 Some relevance of organizational culture

Loyalty;

The culture decides the way employees interact at their workplace. A healthy culture encourages

the employees to stay motivated and loyal towards the management. If employees view themselves

as part of their organizational culture, they are more eager to contribute to the entitys success.

They feel a high sense of accomplishment for being part an organization they care about and work

harder without having to be coerced.

Competition;

The culture of the workplace also goes a long way in promoting healthy competition at the

workplace. Employees try their level best to perform better than their fellow workers and earn

recognition and appreciation of the superiors. It is the culture of the workplace which actually

motivates the employees to perform. This in turn increase the quality of their work, helps the

organization to prosper and flourish.

 Some relevance of organizational culture
Direction;

Every organization must have set guidelines for the employees to work accordingly.

The culture of an organization represents certain predefined policies which guide the

employees and give them a sense of direction at the workplace. Every individual is

clear about his roles and responsibilities in the organization and know how to

accomplish the tasks ahead of the deadlines .

Identity;

No two organizations can have the same work culture. It is the culture of an

organization which makes it distinct from others. The work culture goes a long way in

creating the brand image of the organization. The work culture gives an identity to the

organization. In other words, an organization is known by its culture .

 Some relevance of organizational culture

Unity;

The work culture unites the employees who are otherwise from different back grounds, families and have varied

attitudes and mentalities. The culture gives the employees a sense of unity at the workplace. The organization

culture brings all the employees on a common platform. The employees must be treated equally and no one

should feel neglected or left out at the workplace. It is essential for the employees to adjust well in the

organization culture for them to deliver their level best .

Equal Opportunity;

Organizational culture helps to provide equal opportunity for the employees in the organization.

The U.S. Employment opportunity commission regularly monitors company hiring practices to

make sure there is no discrimination in the hiring process base on ethnicity sexual orientation

race, religion and disability.

 Issues, challenges and problems face by managers

Privacy;

Privacy is always a delicate matter for any human resources manager. Though a company culture

may be friendly and open encourage employees to freely discuss personal details and lifestyle,

human resources manager has an ethical obligation to keep such matters confidential. This

particularly comes into play when the competing company calls for a reference on an employee.

Compensation and skills;

Human resources managers can recommend compensation. While these recommendations are may be based on

a salary range for each position, ethical dilemmas arise when it comes to compensating employees differently for

the same skills. For example, a high sought-after executive may be able to negotiate a high salary than someone

who has been with the company for several years. This can become an ethical problem when the lower-paid

employee learns of discrepancy and questions whether it is based on characteristics such as gender and race.
 Issues, challenges and problems face by managers

Conflict of interest;

This is a situation in which a person or organization is involved in multiple interest, financial

or otherwise, one of which could possibly corrupt the motivation or decision-making of that

individual or organization. The presence of conflict of interest is independent of the

occurrence of impropriety.
 HOW MANAGERS AND MANAGEMENT
DEAL WITH PROBLEMS MORE
EFFICIENTLY AND EFFECTIVELY
PRIVACY:

Managers have an obligation to keep personal details and lifestyles of employees

confidential. This particularly comes into play when competing companies calls for a

reference of an employee. Managers have to stick to the job related details and leave out

knowledge of an employees personal life.

COMPENSATION AND SKILLS:

Mangers should not be bias in compensating employees. Ethical dilemma arises when it comes to

compensating employees differently for some skills. For example a highly sought after executive may

be able to negotiate a higher salary than someone who has been with the company for several years.

This becomes a problem when a lower paid employee learns of the discrepancy and questions whether

it is based on characteristics such as gender, race, religion, age group ethnicity among others.
HOW MANAGERS AND MANAGEMENT DEAL WITH
PROBLEMS MORE EFFICIENTLY AND EFFECTIVELY

EQUAL OPPORTUNITY:

There should not be any form of discrimination or favoritism. Managers should remain

ethical in recruiting employees for various positions. Managers should be firm and fair in

their decision making.

CONFLICT INTEREST :

There should not be any form of multiple, interest, financial or otherwise which could possibly

corrupt the motivation or the decision of a manager. There should also be a clear line of

communication where by grievances can be channeled so as to protect the integrity of the

business operations and the individual employee. Also the culture of an organization should be

made in a way that it would suit interest of employees.

 Issues

CONFLICT OF INTEREST:

In an organization, business values, norms, beliefs and procedures may

sometimes conflict with interest of employees. A situation where an

employees career goal or opinions on certain ideas are different from

that of the organization, mangers are faced with challenges in running

of the business and this may in turn affect their productivity or

efficiency. Also a situation that has potential to undermine the

impartiality of a person because of the possibility of clash between the

persons self-interest and professional interest.

 Group perspective.

The culture of an organization is literally the identity of the

organization in a way that will suit the interest of employees

and also the external environment.

 RECOMMENDATIONS

The management of an organization should consider the interest

of employees in designing the culture of the organization. That

the elements of the culture should suit the needs of the

employees, the goals of the organization and also the external

environment where the business operates.

 LESSONS

Organizational culture is an essential element and also critical in every

business since its a contributing factor to the success or failure to the

business. It gives the firm it identity which help its product to compete in the

market, hence its a major contributing factor to the success or the failure of

a business.
 References
Miroslav ugaj & Markus Schatten (2005). Arhitektura suvremenih organizacija.

Varadinske Toplice: Tonimir. pp. 16. ISBN 953-7069-50-8.

Mark Mobach. Een Organisatie van Vlees en Steen, 2009

Dale, Karen, and Gibson Burrell. The spaces of organisation and the organisation of

space: Power, identity and materiality at work. Basingstoke: Palgrave Macmillan, 2008.

Richard A. Johnson, Fremont E. Kast, and James E. Rosenzweig, The Theory and

Management of Systems, 3rd ed. (New York: McGraw-Hill, 1973), pp. 144-46.

Paul R. Lawrence; Jay William Lorsch (1967). Organization and environment; managing

differentiation and integration. Boston: Division of Research, Graduate School of

Business Administration, Harvard University. pp. 21318. OCLC 229592.