The Leader’s Guide To Corporate Culture

“By submitting this work, I declare that all materials included in this submission are the product of my own work and that due acknowledgement has been given in the text and in the reference list of all sources, be they printed, electronic or personal.

I also declare that I will not facilitate plagiarism by making this work available to others, through hard copy or electronic distribution, or any other means.

Furthermore, I declare that the submitted material has not been submitted for grading purposes in the past, be it for this class or other classes that I have undertaken as part of my studies.”

Introduction

Recently, in 2018, Harvard Business Review published an article: “The Leader’s Guide to Corporate Culture.” Where its central theme is organizational culture as a relevant part of a company’s identity in order to achieve its purpose or goals. For this reason, it became necessary to understand the concept of organizational culture as well as its types and styles. It impacts on a pillar of the enterprise called the result. Consequently, each organizational culture tends to develop a different result. Therefore, a consequence of the company’s culture is organizational performance. Also, within this context is the employee who is part of the process. Likewise, both culture and organizational performance are internal elements of the company connected to the employee.

Keywords: organizational culture, employee, result, and organizational performance

Summary

In this study, it observes that norms and attitudes are what contribute to making one company different from the other based on the different cultural characteristics of the company. Therefore, the active culture is composed of different norms and values, resulting in the orientation for success, as well as the combination of values, rules, attitudes and beliefs, results in a productive culture (Awadh, 2013). Likewise, the concept of culture and types of culture are pointed out by the author in order to provide a greater understanding of this subject, because, today, cultural dynamics is an aspect that many companies deny. Objectively, the culture reveals itself as a comprehensive and continuous attitude that adapts to the company’s characteristics. Also, the culture can react independently and adaptable due to the need and the appearance of opportunity (Groysberg, 2018).

Analysis

First, it is essential to have an understanding of the concept of culture in the corporate environment, as it will reveal the company’s attitudes and conduct more comprehensively. The organizational culture will work as the standard is in use or disused, approved or denied within the team. For this reason, when it addresses personal beliefs, desires and challenges, culture can guide within the company to achieve organizational goals and develop the ability to create a thriving company.

The author mentions four characteristics commonly found. The first is shared. Culture is a gathering of events, as it is not an isolated phenomenon of an individual, but the average skill of each employee. It is an intrinsic characteristic of each individual in the group. The next is persuasive. The culture is in several layers and is applied extensively within companies (Groysberg, 2018).

Consequently, it can even meet the company. Some aspects are not observed, such as motivation and mentality. Another feature is Enduring. Culture has the power, in the long run, to guide the thinking and to act of a group. Furthermore, the last characteristic is the implicit one, where it is a neglected but essential culture that acts implicitly – in the subconscious (2018).

In my point of view, I believe that culture makes all the difference within the organizational environment, as it reflects both the behaviour and the attitude of the stakeholders in a broader sense. In my professional experience, I realize that culture ends up being a standardization of standards of mentality and behaviour of employees. It is worth noting that culture invariably impacts the results presented by the company as a result of the behaviour presented in the company’s environments, both internally and the perception of the end customer.

On the other hand, the concept of culture originates from the shared learning of resources regularly; otherwise, the high-performance organizational culture acts to improve decision making in companies. Therefore, to maintain organizational culture. It is essential to distinguish between the national culture and foreign culture for the management of the company’s culture. (Awadh, 2013).

Although there are those, who think that each company has a unique style within its culture, what happens is according to the Harvard Business Review study, in the organizational culture, there are at least eight styles, but companies usually have a dominant style and the others at a lower level. It means that also each company has a particular format or culture. According to this study, the styles are as follows: purpose, caring, order, safety, authority, results, enjoyment and learning. Each of them has benefits and disadvantages, so there is no better style than the other. Indeed, what happens is that for each business, there is a style that makes it more appropriate. (Groysber, 2018). In my view, this study answers many questions about companies and their differences. I realize that organizational culture is like the genetic code of the enterprise, so that means that multiple combinations provide a determined result for each type of business. In other words, this genetic code is one of the reasons that differentiate companies, so it makes each business unique.

Conclusion

In short, this is not only a fascinating subject about the business environment but there are also many variables on this subject, such as the types and styles of organizational culture, norms and attitudes that are inherent to each company. These factors make companies unique, that is, it makes each company have its peculiar characteristic according to its activity, therefore, the result of an organizational culture reflects on employees and others involved in this process. Likewise, organizational culture is a factor that differentiates companies from each other, as it makes organizations develop a profile. This profile is present both in its employees and in the company’s internal processes.

References

1. Groysberg, B., Lee, J., Price, J., & Cheng, J. (2018). The leader’s guide to corporate culture. Harvard Business Review, 96(1), 44-52. https://www.egn.com/sites/default/files/files/Articles/HBR/HBR% 20- %20The%20Leader’s%20guide%20to%20Corporate%20Culture.pdf
2. Burgelman, R. A., & Grove, A. S. (2007). Let chaos reign, then rein in chaos— repeatedly: managing strategic dynamics for corporate longevity. Strategic Management Journal (John Wiley & Sons, Inc.). Retrieved from https://www.gsb.stanford.edu/faculty-research/working-papers/let-chaos-reign-then-rein-chaos-repeatedly-managing-strategic
3. Cappelli, P. (2000). A market-driven approach to retaining talent. Harvard Business Review. Retrieved from https://hbr.org/2000/01/a-market-driven-approach-to-retaining-talent
4. Goffee, R., & Jones, G. (2013). Creating the best workplace on earth. Harvard Business Review. Retrieved from https://hbr.org/2013/05/creating-the-best-workplace-on-earth
5. Robbins, S. P., & Coulter, M., & Leach, E., Kilfoil, M. (1943). Creating an inclusive workplace culture: How can managers create a culture that allows diversity to flourish? (Management 12th edition). Pearson Canada Inc.
6. Todorut, A.V. (2008). The flexibility of organisation and the flexibility of product- premises of organisational Success. Germany: University Library of Munich. Retrieved from https://mpra.ub.uni-muenchen.de/7947/1/MPRA_paper_7947.pdf