Organizational Culture: Behavior, Values, and Beliefs

Subject: Corporate Culture
Pages: 2
Words: 349
Reading time:
2 min

Organizational culture signifies the system used to guide operations in an organization and is usually depicted as its personality. It often encompasses different practices such as ethical behavior, organizational core values, and the recommended dress code. Every organization has a distinct culture that many find appealing or detestable. Nevertheless, there are certain major elements that are required to create a powerful and distinct organizational culture. They include behavior, values, assumptions, and beliefs.

Behavior signifies the means of conduct allowed in an organization and is vital to the strength of its culture. Acceptable behavior may comprise technological applications, dress code, and the degree of authority bestowed on the executives while guiding the organization. Proper organizational behavior has been established to be a crucial factor in the success of an organization. Organizational values denote major foundational elements of its culture. The values of an organization influence the performance of all players, from the top executives to the subordinate employees. Organizational values do not only have the ability to direct the behavior displayed by the employees but also the actions of customers. For instance, motivating employees to ensure that they uphold personal integrity and are dedicated to customer service, which goes a long way to creating politesse amid consumers and customer loyalty.

Assumptions and beliefs denote essential components of organizational culture. In the belief system, assumptions assist in the formation of judgments, making meaning, and reducing conclusions regarding occurrences. Where there is inadequate knowledge, assumptions help in the completion of the entire story. Beliefs evoke behavior in an organization, influence interrelations, and shape its degree of success. Behaviors act as expressions of beliefs. Organizational culture is formed by a pattern of shared fundamental assumptions and beliefs that employees and all stakeholders have generated in attempts to deal with the issues of external adjustment and internal incorporation. It is necessary for organizational executives to ensure enhanced comprehension of their collective assumptions and beliefs since, without such understanding, it is hard to generate and sustain a high-performing culture that inculcates and rewards joint effort.