COLLAPSE SUBDISCUSSIONJanice Spangenburg Janice Spangenburg 3:09pmAug 26 at 3:09pmManage Discussion Entry Marcus and class, You have done a great justice and some due diligence here with: "Culture and...

Janice Spangenburg

Marcus and class,

You have done a great justice and some due diligence here with: "Culture and strategy are the two aspects that work hand in hand. Every organizational leader has some cultural norms to offer to the organization that impacts the company's overall growth and development. Likewise, every organization follows some corporate cultural values and standards (Elsbach & Stigliani, 2018). The effects of the norms and issues can be positive or negative for the employees of the organization." How can we take the positive and negative and have some credible lessons learned? What might these be? Janice

Reference

Elsbach, K. D., & Stigliani, I. (2018). Design thinking and organizational culture: A review and framework for future research. Journal of Management, 44(6), 2274-2306.

Lubis, F. R., & Hanum, F. (2020, December). Organizational culture. In 2nd Yogyakarta international conference on educational management/administration and pedagogy (YICEMAP 2019). Atlantis Press (pp. 88-91).

Paais, M., & PATTIRUHU, J. R. (2020). Effect of motivation, leadership, and organizational culture on satisfaction and employee performance. The Journal of Asian Finance, Economics, and Business, 7(8), 577-588.

Warrick, D. D. (2017). What leaders need to know about organizational culture. Business Horizons, 60(3), 395-404

Mary Price

Hi everyone!

Schein defines culture as “the culture of a group can be defined as the accumulated shared learning of that group as it solves its problems of external adaption and internal integration; which has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, feel, and behave in relation to those problems.” (Schein, 2016)

For my current employer, I work for a not-for-profit organization in the healthcare and human services field. The organization prides itself for their company culture as they have been rated one of the “Best Companies to Work For” in the Western New York region for the last 13 years.

Three culture norms and issues within my organization are:

1. Basic Taken-for-Granted Assumptions: the organization has a sense of stability due to the overall levels of beliefs and values that have turned into an expected level of behavior amongst employees. However, issues arise with this as there have been employees who are rigid in their thinking and as a result of these are reluctant to accept and participate in unexpected and anticipated change.


2. Perception, Thought, Feeling, and Behavior: the commonality amongst employees within my company is evident as there is a strong sense that the majority of employees are working for the company because they believe in the mission statement of the company and the people they serve. This can become problematic when individual values, thoughts, or lack of conformity do not align with the company culture.


3. Solutions That Have Worked Well Enough to Be Considered Valid: my organization frequently promotes that opportunity to collaborate in groups and seek your immediate team for guidance. However, this is not always possible as employees are often working with patients on a one-on-one basis and are not able to address concerns or ask questions from the team until days or weeks later.

How have those cultural norms and issues impacted the work environment?

Overall, the work environment has been highly supportive of patient and client needs, but often dismisses the needs of the employees (which is often common in healthcare and human service organizations). There are many assumptions such as “you will burn out eventually”, “if you need help, you won’t be able to get it.”, etc. This has led to many individuals experiencing compassion fatigue, falling behind on work, and leading to more time off than intended.

Have these norms improve performance and moral, or hindered them?

To answer this questions, I would say that it truly depends on employees and their leaders if these cultural norms and issues would improve or hinder performance. Individuals with poor time management and organizational skills will likely experience difficulty in performing correctly. Whereas, employees who remain autonomous and have a higher level of discipline are likely to succeed.

References

Schein, E. H. (2016).Organizational culture and leadership (5th ed.). San Francisco: Jossey-Bass