1 studies and analyzes the presentation of this module on the main concepts of organizational culture in management. Presentation Attached
2 Use the following guiding questions as a basis for discussion:
a. Define the concept of “organizational culture”.
b. Explain the difference between culture and organization.
c. Mentions and discusses some features of the organizational culture.
d. How the culture of a country can affect or change the organizational culture of a company?
e. Share with your classmates some cases in which companies have had to modify or change its organizational culture to adapt to the national culture of the employees of a particular country.
In Module Three we learned the fundamental differences between the concepts of culture and organizational culture. The discussion focused on the concept of culture as a key element in social situations. This module discusses, in detail, the concept of organizational culture as an essential element in the functioning of institutions, businesses and enterprises. The different manifestations of corporations in organizational performance and strategic phases using different companies in the dynamics of international trade will be studied.
In this section the concept of organizational culture will be discussed. But to fully understand this concept, it is first necessary to know its components individually: organization and culture. In the module number three, the concept of culture was defined, so then we will discuss the organization concept.
In evaluating the official definitions of the word organization and its use in the language of business, it can be concluded that contains three basic meanings. First, as an action of sorts that can be performed; second, as an arrangement or order to be set to run a process or thing; and third, as an association of persons or institution with a common goal.
According to Hodgetts, Luthans and Doh (2005) organizational culture is a system of “shared values and beliefs that allow the group members understand their roles and norms of the organization.”
• Moreover, Robbins and Judge (2007) define organizational culture as “a system of meanings shared by members of a group that distinguish the organization from other organizations.”
• Finally, to Schein (2004) is “A pattern of basic assumptions that were learned by a group that solved its problems of external adaptation and internal integration, which were good enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.”
Organizational culture is nothing but the manifestation of social individuals in organizational microcosm. In other words, it is the normal process of socialization of individuals, but framed in the environment of an organization. This requires individuals to interact socially, but with a number of limitations, controls and regulators of conduct imposed by the organization as a natural interaction through policies, procedures, standards and unique to each individual and organization rules.
Organizational culture causes an individual to be restricted in its organizational interaction, to change their natural social behavior motivated by an organizational rule that replaces the natural behavior of the individual. The individual, inclusive, may substitute their behavior by new rules and regulations, causing a permanent change of behavior in the individual.
In summary, organizational culture can occur in the workplace through various characteristics that represent the fingerprint of the organization. Some of these can be perceived with the naked eye, such as trademarks to identify companies; others are kept confidential, such as strategies or technologies used to achieve organizational objectives.
Norms or rules
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