The impact of organizational culture in contemporary context

Organizational culture involves all organizational members, originates and develops at all hierarchical levels, and is founded on a broad-based history that is realized in the material aspects of the organization (e.g. its name, products, buildings, logos and other symbols, including its top managers). Thus, the concept of organizational culture includes material aspects central to the marketing-based concept of corporate identity. However, while studies of corporate identity focus on how these material aspects express the key idea of the organization to external constituencies, studies of organizational culture address how they are realized and interpreted by organizational members (Hatch & Schultz, 2007)

In order to meet the organizational objectives and achieve competitive advantages, all organizations are thriving to recruit highly performing individuals. On the other hand, individuals need supportive organizational culture to help them reach individual objectives. Therefore, an organization is a consciously coordinated system where characteristics of individuals, groups and organization interact with each other and effective interaction among them highly depends on organizational culture that shapes the individual performance and in most of cases high performers are more appreciated and promoted than low performer As a result evaluation of employee performance basically depends on the factors like performance appraisals, compensation, employee recognition, employee motivation, training and development, job security, flexible time system, organizational structure, employee satisfaction etc (Anon., 2013). Some organizations emphasize adaptation, change, and organic processes (like most start-up companies) while others are effective in emphasizing stable, predictable, and mechanistic processes (like NASA & Citigroup) (Tharp, 2016)

There are many ways to examine cultural differences and their impact on international management. It also has a very significant impact on the people-the way they behave and think. Diversity exists both within and between cultures, yet within each culture may encourage the behaviour, while others hinder. Social norms are the most common and most widely accepted forms of behavior. (Matijević et al., 2016) The KPMG believes that, the organizational culture and strategy go hand in hand and a misalignment between the two spells trouble. It starts with a clear understanding of the strategy, the existing culture and the culture required to deliver the chosen strategy (Copnell, 2017).

To convene organizational culture as a more or less shared way of being, thinking and acting of a collective of people in coordination with reciprocal expectations and that provides some predictability with certain specifics in each organization, involves being aware of the implication of mobilizing a concept in order to control these factors (Sepra, 2016)

Reference list

Anon., 2013. Impact of Organizational Culture on Employee Performance and Productivity: A Case Study of Telecommunication Sector in Bangladesh. International Journal of Business and Management, 8(2), pp.63-78.

Copnell, T., 2017. Driving corporate culture from the top. KPMG, pp.1-24.

Hatch, M.J. & Schultz, M., 2007. Relations between organizational culture, identity and image. European Journal of Marketing, 31(6), pp.356-66.

Matijević, S., Raguž, I.V. & Filipovıć, D., 2016. THE ROLE OF NATIONAL CULTURE IN CONTEMPORARY BUSINESS ENVIRONMENT. MANAGEMENT AND ORGANIZATION, 461(2), p.458.

Sepra, S., 2016. An overview of the concept of organizational culture. International Business Management, 10(1), pp.51-61.

Tharp, B.M., 2016. Four Organizational Culture Types.