Culture is the social order of an organization. It shapes attitudes and behaviours in wide-ranging and durable ways. Cultural norms define what is encouraged or discouraged, or they can be accepted or rejected within a group. When duly signed with personal values, drives, and needs, culture can unleash tremendous amounts of energy toward a shared purpose and foster an organizational capacity to thrive.
Culture can also involve flexibly and autonomously in response to changing opportunities and demands.whereas the c-suite typically determines strategy, culture can fluidly blend the intentions of top leaders have the knowledge and experiences that influence the employees.
At once said that culture eats strategy for breakfast.
The academic literature on the subject is enhanced. Our review of it revealed many formal definitions of organizational culture and a variety of models and methods for assessing it. Numerous processes exist for creating and changing it. Agreement on specifics is sparse across these definitions, models, and techniques. Still, through a synthesis of seminal work by Edgar Schein, Shalom Schwartz, and other leading scholars, we have identified four generally accepted attributes:
Culture is a group phenomenon. It cannot exits solely within a single person, nor is it merely the average of individual characteristics. It resides in shared behaviours, values, and assumptions, and it most commonly experienced through the norms and expectations of a group- that is, the unwritten rules.
Culture also means multiple levels and applies very broadly in the organization; sometimes, it is even conflicted with the organization itself.it is manifest in collective behaviours, physical environments, group rituals, visible symbols, stories, and legends.
An essential part of the culture is inherent and often overlooked the aspect of learning is that despite its subliminal nature, peoples are to be effectively hardwired to recognize and respond to it .it seems like a kind of silent language.
Culture can attach with direct the thinking and actions of group members over a long time. It develops through critical events in the personal life of people and the learning of a group. People quickly are drawn to organizations with similar characteristics to their own; organizations are more likely to select individuals who seen to fit in and over time, those who do not provide intent to leave.
Integrated Culture: the framework
The unique relationships are essential, proximate styles, such as safety and order, or learning and enjoyment, will consist more easily than methods that are far apart from the chart, such as authority and purpose, or safety and education. Achieving a culture of power often means earning the advantages (and living with the disadvantages ) of that culture but finding out on the benefits (and avoiding the difficulties) of a culture of purpose.
Integrated Culture: Leader Statements
Top leaders and founders also express cultural sentiments within the public domain, either intentionally, or unintentionally. Such reports can provide valuable clues to these leaders how are thinking about and leading their organization’s cultures.