managing company culture organizational culture
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Taking the romance of staff morale and its particular linkage with organizational tradition to the most extreme case, Yaghi (2007) studied just how decision-making processes are applied in corporations where there is a dominant company culture. Picking out a faith-based corporation as one of the circumstances for the analysis, the author established how decision-making is mainly influenced by the company culture, inspired by the beliefs of unification, guardianship, and (belief in a) mission (361). When from a great organizational success perspective, this kind of decision-making can be not recommended, Yaghi ultimately pointed out that organizations using a highly-organized and dominant culture results to superior employee comfort and dedication, mainly because subsistence to the principles of solidarity, guardianship, and commitment for the mission “strengthen (the) romantic relationship among organization’s members” (357).
From this report on literature highly relevant to employee spirits and its website link with organizational culture, it had been established just how person-to-job fit or subjective fit in the business, including subsistence to it is values and dominant culture, ultimately determine the cohesiveness between the firm and its employees. For managers, this is essential as the more cohesive an organization is, there is a general belief that employees are committed to their organization and its goals, in effect affecting perceived staff morale, and hopefully, this would translate to their improved overall performance in the organization as well.
III. Managing Organizational Culture: Activity and Suggestions
Discussions and review of extant literature on organizational traditions and its supervision highlighted how a concept of organizational culture is usually linked to several factors critical to the final evolution of an effective organization/company. In order to obtain organizational performance, the company must be able to ensure that it is sustainable and offers continuity. Nevertheless , continuity and sustainability only will be feasible if the company/organization will deal with its inner cultures effectively, and this only will become feasible if managers will be able to discover, describe, and understand these types of cultures and use them to the organization’s edge or gain.
Taylor (2008) recommended that to ensure company effectiveness through its inside cultures, applications should seek to ensure that we have a good ‘person-to-job’ fit about all personnel joining the corporation. That is, input should begin as early as the individual’s application for the organization, wherein subjective fit is assessed based on the individual’s belief of “adaptability” and “sense of mission” as a potential member of the business. The author asserts that “organization culture starts off as early as recruitment, ” and if a very subjective fit can be identified early at the recruitment stage, organizations/companies are made certain that the individual will be remarkably likely to have good useful performance and high level of morale and psychological determination to the organization (504-5).
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