Organizational culture tends to be shared by all or most members of some social group; is something that older members usually try to pass on to younger members; shapes behavior and structures perceptions of the world. Cultures are often studied and understood at a national level, such as the American or French culture. Culture includes deeply held values, beliefs and assumptions, symbols, heroes, and rituals. Culture can be examined at an organizational level as well. The main distinction between organizational and national culture is that people can choose to join a place of work, but are usually born into a national culture. Organizational climate, on the other hand, is often defined as the recurring patterns of behavior, attitudes and feelings that characterize life in the organization, while an organization culture tends to be deep and stable. Although culture and climate are related, climate often proves easier to assess and change. At an individual level of analysis the concept is called individual psychological climate. These individual perceptions are often aggregated or collected for analysis and understanding at the team or group level, or the divisional, functional, or overall organizational level. The company which I am a part of is not immune to this.
After taking the questionnaire, I have graded my company to be supportive. When problems arise—and they always will—we focus on the problem, not the person. try not to be judgmental and immediately start determining motives of others for their actions. If you focus on the person, they will immediately become defensive and, even if they are wrong, are much less likely to change once they have been attacked. We find out what is causing the problem and then look for ways to reduce if not eliminate it. In focusing on the problem, the first effort should be not to assign blame but rather to find a solution. It is best not to impose your goals on the group but rather to work in unison with others involved, creating a win-win environment. Ask as many questions as possible and get opinions from each person who might have input no matter how small.
There are five steps that my company can do to improve 1: Pressure to Maintain Numbers, the first sign of ethical trouble is obsession with meeting quantifiable goals. 2: Fear and Silence, in every moral meltdown there are indications that something is seriously amiss. Few challenge the status quo because those who do so are publicly shamed, demoted, or dismissed. Others don’t want to believe that the organization is in trouble; still others are bribed into silence through generous salaries and loan packages. 3: Young ’Uns and a Bigger-Than-Life CEO. Outsiders are loath to criticize the legendary CEO when everyone is singing his praises. The iconic CEO also surrounds him with loyal supporters who are often young and inexperienced. 4: Weak Board. They have inexperienced members, be made up of friends of the CEO. Members may fail to attend meetings or devote the necessary time to their board roles. 5: Conflicts. Officers of the company are then tempted to profit at the expense of stockholders, employees, and others. Before the company can score a better grade, these are the challenges it must overcome.
Like any other company, we are in the business of making money. I sincerely believe that my company can overcome these challenges, but they must first commit. From the lowly janitor to the CEO, the need for greed will always be there, but it must be controlled in order to move up. Listening to employees and supporting their endeavors are what makes a company great. I am very optimistic about our future, but I also know that in order to thrive, we must learn to commit.