The 2. The concept of the culture of the

The Effect of Organizational Culture on Performance

 

 

 

 

 

 

Table of Contents

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Item

Page No.

1.     
Introduction

3

2.     
Analysis
2.1.The
General Concept of Culture
2.2.The
Organizational Culture Concept
2.3.Organizational
Value
2.4.The Components
of the Organizational  Culture
2.5.The
Importance of Organizational Culture
2.6.Management
of Organizational Culture
2.7.Types of Organizational
Culture

4
4
4
7
11
15
17
 

3.     
Conclusions

18

Bibliography

19

 

1.     
Introduction

The strong organizational
culture of workers provides a clear way of understanding how things are
done and provides stability to the organization.

Organizations like nations have a
distinctive culture and organizational culture provides basic assumptions and
rules that guide behavior and position within the organization. It is difficult
to separate organizational culture from the national culture ?n which the organization operates.

This paper aims to identify the
nature of the culture of the organization and to achieve this purpose, this paper
deals with the following:

1.     
The general concept of culture

2.     
The concept of the culture of the
organization.

3.     
organizational values

4.     
The components of the culture of
the organization

5.     
The importance of organizational culture. 

6.     
Management of organizational culture 

7.     
Types of organizational culture.

 

 

2.      Analysis

2.1  the General
Concept of Culture 

The concept focuses on knowledge
on what the human needs according to the conditions of his environment and
society, not the tainted types of knowledge and science. Culture means to
recognize the nature of the issues of society and correct. 

Thus, different views on the
concept of culture are according to the degree of science and knowledge, creativity
as patterns of expression and behavior of a particular community. Therefore,
the culture depends on the following trends:

§ 
Heritage of the society from
generation after generation

§  Ideas,
concepts, customs, traditions and language 

§  All elements
acquired by human as a member of a group 

§  The financial
and moral aspects. 

2.2 
The Organizational
Culture Concept

Kathryn Baker (2002) has
mentioned that the concept has emerged clearly during 1980s and repeatedly in
research publications where behavioral and organizational scientists have
continued to build the culture of the organization as a contribution to
analyzing the work and goals of organizations.

There are many organizational
culture definitions and some are known through their components, others are
known through the influence of those elements and components on the behavior
and jobs of employees.

An integrative definition of the
concept of “culture of the organization” can be obtained by examining the
different definitions presented by the researchers and scientists as mentioned
hereunder:

Peter & Waterman (1980)
defined it as “the dominant system of values ??organized through the
cultural production of its members, which is the stories, legends and logos of
the Organization” 

Greenberg & Baron (1999)
defined it as “a cognitive framework of employees’ attitudes, values,
standards of behavior and expectations”

They are defined as “models
of values, beliefs, standards, and patterns of behavior that are shared by
members of the Organization, which explain the meaning and value of the
Organization to its members, define binding rules and create harmony and harmony
among themselves.  

Nelson and Quick (1997) argue
that of individuals in organizations have strong and direct influence on
their behavior and performance of their work and relationships with their
superiors, managers, colleagues and sometimes with the owners. These values
??and beliefs reflect the degree of coherence and complementarily among the
members of the organization. Thus, these values ??reflect the Organization’s
ability to create fundamental values ??on which all efforts can be moved and at
all levels in the company.  

From the researcher point of
view, these values ??are the values ??that represent the common denominator.
These values ??refer to the attitudes, beliefs and ideas of a particular
organization. These values ??reach individuals through social relations and the
continuous interaction between them. The management also contributes
significantly to instilling the values instilling in its members. Therefore, specific
values ??such as compliance with regulations and laws, customer care and
improved efficiency, the organization anticipates its employees to be able to adopt
these values ??and to reflect on their behavior. 

It is possible to consider a
definition of culture as a set of values, customs, beliefs, customs, meetings,
administrative practices and rights that indirectly affect the behavior of the employees
and how they perform their work, which distinguish the members of the
organization from others so that they form an independent approach and transfer
these values ??and behaviors from generation to generation among the employees
of the organization.

Before dealing with the
dimensions of the organizational culture concept prevailing in organizations,
it is necessary to distinguish between the term “organizational
culture” and the term “organizational climate” to illustrate the
intentional organizational climate of the patterns of behavior, trends and
frequent feelings and observation of the lifestyle of the organization, while
organizational culture embodies the foundations.

Ashforth (1985) pointed out that
there is a slight difference between organizational culture and culture: both
enter the organizational climate because it is related to individual feeling,
while organizational culture embodies “collective consciousness. This is a
smart and in-depth differentiation that implies the beliefs, traditions,
customs and organizational structure of the organization.

From the researcher point of view
that the importance of differentiating between the two terms stems from several
considerations, the most important of which reflects the interaction between
the cultural component of the work environment within the organization and thus
it can be determined that the organizational culture is the generator that
produces the organizational climate that constitutes the work covered by
individuals in its positive and negative aspects and the members of the
organization and the levels of motivation and the quality of their performance
in different The departments, divisions and branches of the organization. This
means that the organizational environment indicates the quality of
organizational culture and vice versa

2.3  Organizational
Values 

The
values of organizational culture play an important role in maintaining the
identity of the organization and support its presence and affect the activities
of its employees. Therefore, managers are keen to develop and adopt
organizational values ??to achieve the desired objectives of the administrative
organizations and the most important values ??of organizational culture are
mentioned hereunder: