HR assignment management essay writing on: Organization culture and organization behavior Implementation in Cisco

 IntroductionThis essay gives the brief overview about how the understanding of the organizational culture is important for the students of organizational behavior. Organization culture considered as the workplace environment created from employee’s interaction in the working place. Organization culture is normally explained by all experiences of life, education, weakness and strengths of workers. It is viewed that executive leaders perform the greater function in explaining the culture of the organization by their leadership and actions, all workers given to organizational culture. This essay shows various examples how the culture may impact the organization. In general, organization culture prevails from the shared values and belief which persuade the nature of the members of the organization. Organization Culture defined as the outcome of the maintained interaction between individuals in organizations and prevails commonly in feelings, behavior and thoughts of individual’s. Various experts revealed that forming of the robust organizational culture is necessary for the huge success. It is significantly important to get to know what kind of culture has highest effect and how the culture works to monitor the member’s behavior of the specific organization. These all are the reasons which make the understanding of organizational culture significant for the students of the organizational behavior. For e.g. everyone in the Wal-Mart is educated about the culture and is estimated to work as per the cultural excellence of the efficiency, customer service and hard work.

Organizational CultureIn general, organization culture prevails from the shared values and belief which persuade the nature of the members of the organization. Nowadays, leaders are challenged with various difficult issues throughout their efforts to create organizational accomplishment. The success of the leader will rely to the greater extent, upon recognizing of organizational culture (Mayer, DiPaolo & Salovey, 1990).  Various leaders try to implement innovative strategic plan and strategies guiding to the new vision and shall determine that their strategies shall fail if they are not consistent with culture of the organization (Schermerhorn & Osborn, 2005). Complexities with the organizational transformation prevail from the failures to evaluate the existing culture of the organization. For instance, at small brewery, the culture assumes that workers in any kind of situation learn frequently about the industry and then educate the clients. Organizational behavior and culture were not considered as two topics which were referred as substitute of one another. In year 1980’s there was the great push in region of theory to give consideration to the organizational culture as the significant factor in the success of the individual organization. Various experts revealed that forming of the robust organizational culture is necessary for the huge success. It is significantly important to get to know what kind of behavior culture has highest effect and how the culture works to monitor the member’s behavior of that specific organization (Clawson, 2009). The culture shall impact the company, just as opposite is accurate. Behavior considered as the learned habit and socialization process which educates new workers and the habit of those workers which is already there in significant portions of the organizational culture (Robbins & Judge, 2008). The individual’s behavior throughout the culture shall rely highly on behavior which is motivated by greater ups and by common organizational culture which any business entity has.There are actions which have to be created about the business which lean the culture and hence the employees behavior there, one route of other. There are some factors of the organizational culture which impact the behavior of the organization and vice versa. The two affect each other and many times culture will assist to determine the behavior and behavior shall come back to strengthen the culture of the organization (Robbins & Judge, 2008). The association among organizational behavior and culture is not deniable. In simple words organization culture defined as a group of meanings and understandings shared by the group of individuals which are greatly tacit between members and are openly distinctive and relevant to the specific group that are passed on to other members. Organizational culture is maintained, transformed and created by the people. In general, culture of the organization is formed and sustained by the leadership of the organization. In simple words, culture performs another parallel and critical role by showing lessons studies in past, therefore averting the replays of the crisis conditions (Schermerhorn & Osborn, 2005).  For example, once the Company has realized that depending upon the single leader to broker all its internal interest makes harmful vulnerability; its culture shall motivate shared leadership. Norms and values once conveyed throughout the organization, form the stability of the culture of the organization. It is important for the students of organization behavior to know about the organization culture because it mentions the appropriate and non-appropriate behavior supported by the structural contingency for leaders, staff, members and other consultants. Organization culture considered as macro phenomenon that indicates to pattern of assumptions, values, belief and behavior showing commonality in individuals working together (Robbins & Judge, 2008).

The organization culture might show in several forms and followed by the organization. These would be

• Physical infrastructure
• Routine behavior, ceremonies and language
•  Gender equality and equity in the payment ƒ
• Dominant values like efficiency and quality
• Philosophy which suggests the policies of the organization towards it customers and workers like ‘customer is the king’, and the mode in which workers transact with customers

It is viewed that these all features together reflect the organization culture. These all features make the understanding of organizational culture important for students of organizational behavior. It is very clear that large organizations may have dominant culture and various sub-cultures. The center values communicated by the most of organizational members form the strong culture (Schermerhorn & Osborn, 2005). The association among organizational behavior and culture is not deniable. In simple words organization culture defined as a group of meanings and understandings shared by the group of individuals which are greatly tacit between members and are openly distinctive and relevant to the specific group that are passed on to other members.

Examples

It is very clear that organizational culture is created out of life experience that each worker brings to Company. Culture is particularly persuaded by the company’s executives, founder and managerial staff due to their function in strategic direction and decision making. Employee learns about the culture by interacting and coordinating with new employees. The strong culture of the organization prevails when most of the employees throughout the subunits support dominant values (NIH, 2004). The values are institutionalized with the help of well-formed artifacts and thereby creating it complex for values to alter. Strong culture is long lasting and it may be outlined back to values and beliefs formed by the founder of the Company. In comparison, organization has weak culture when dominant value is poorly shared, short lived and support primarily by some individuals at top level of organization. In general, organizational culture serves 3 significant functions. First, organizational culture is deeply embedded type of social control which impacts behavior and decisions of the employee. Second, organizational culture considered as social glue which bonds individuals together and builds individuals to feel as the portion of organizational experience (Clawson, 2009). Lastly, organizational culture helps in process of sense –making. It assists workers to understand the events of the organization.  Workers may also share more effectively and reach greater height of the cooperation among each other because workers communicate mental model of actuality (NIH, 2004). Organizational culture also comprises adaptive culture which concentrates workers on the altering requirements of stakeholders and customers and holds leadership and initiative to maintain pace with the changes. For e.g. Nokia Company has shifted from rubber boots and toilet paper to the cellular phones. Monsanto has changed from carpets and synthetic fibers to the life science. These both companies have build the adaptive culture in which workers think that the change is the inevitable and necessary portion of the organizational life (Griffin & Moorhead, 2007). Organizations comprise of subgroups which have particular features and logics of identification. Throughout organizations, individuals may simply categorize themselves into several social groups or categories based upon identification with the main workgroup, professional or occupational skills, union membership and age cohort. Subgroups in the organization and create subcultures which contain particular networks of the meaning and they remain related with values and ideologies of the leadership of the organization (Robbins & Judge, 2008). For example at the macro stage, the culture which is featured to the Defense Department contains the different culture of distinct services of the military and corps of the civil servant to each and every service agency (Mayer, DiPaolo & Salovey, 1990). The closer evaluation of each and every service shows higher cultural differences between specific units throughout the service, occupational specialties and among staff and line personnel. Various studies of the organizational culture have emphasized that the maintenance and formation of the culture needs interpersonal interaction among the subgroups. Interaction with the peers on job was shown as most significant in assisting newcomers becoming efficient employees. Interaction is significant for newcomer’s acculturation. Within the large bureaucratic organization, the enclave of risk taking and innovativeness might prevail within the single department (Robbins & Judge, 2008). The counterculture might be tolerated by the company as large as it is producing outcomes and contributing to the efficiency of the Company. Its survival might be recognized as the threat to wider organizational culture. In few cases, this might lead to decisions which could take away managers autonomy and remove the counterculture (Goleman, 2004).

It is significant to think that the robust culture might act as the asset and the liability for the company relying on the kinds of vales which are communicated. For e.g. Imagine the organization with the culture which is highly result oriented. If this value structure is at par with the environment of the organization, the organization outperforms the competitors. The robust result oriented culture combined with non ethical behavior and the obsession with indicators of performance might be detrimental to the effectiveness of the organization. The extreme instance of this dysfunctional kind of robust culture is the Enron (Mayer, DiPaolo & Salovey, 1990).The organization finance department might have sub-culture that is unique to the finance department in relation to other departments. This shows that finance department shall not only have basic values of organization dominant culture but have few unique values (Griffin & Moorhead, 2007).  If the organization does n’t have dominant culture & comprised of several sub-cultures, its efficiency could be complex to evaluate and there shall be no any consistency of the behavior between the departments. Therefore, the concept of shared or common understanding is the necessary element of the organization culture. Organization culture survives at several levels (Clawson, 2009).

The cultural values stressing the service of the customer shall lead to greater quality of the service of the customer if there is extensive contract between workers on the significance of user service associated values (Karash, 2002). The Home Depot Inclusive had autonomous and decentralized culture where several decisions of the business were made implementing gut feeling although neglecting the accessible data. When Robert became as the CEO of Home Depot in year 2000, he had decided to alter its culture, initiating with centralizing various actions which were left to the individual store.

Wal- Mart: Walton, founder of the Wal- Mart Store started his 1^st store of the Wal-Mart in year 1962. Concentrating on sale of discounted brand merchandise in little town markets, he started to set place more stress in Sun Belt. He started forming efficient control systems of the inventory and techniques of the marketing. Wal – mart has become the biggest firm in country. Everyone in the company is educated about the culture and is estimated to work as per the cultural excellence of the efficiency, customer service and hard work (Robbins & Judge, 2008).

Mac Donald: Kroc had worked for several years as the salesman for the food supplier. Kroc learned how the retail operations of food were conducted. To make sure that each and every unit provides the user the finest product at the better price and the franchisees are needed to attend the University of Mac Donald, where units are educated how to integrate the business. At the university, units learn the cultural values of the Mc Donald and the appropriate path for operating the franchisee (Kidder, 2003). This kind of training makes sure that franchisees throughout the world are handling their units in similar path. Kroc died few years ago, but the organizational culture that he left behind is very much there in franchisees of the Mac Donald throughout the globe.

NIIT: The excellent culture of the NIIT organization has been the outcome of the maintained attempts of the management- perpetuated with the help of socialization, innovation, induction and worries for external and internal customers. It is viewed that quality kind of culture is ingrained in NIIT in such a way that concern is to safeguard mistakes as compared to rectify them (Kidder, 2003). Employees and workers are considered as the intellectual capital. The committed and happy workers ensure satisfaction of the customer and got broad acceptance throughout the globe. It is viewed that work culture of NIIT has gone through all stages of the development of the culture such as symbols, organizational attitudes, values and communicated assumptions and that is the factor which helps the NIIT to maintain its value outside (George & Jones, 2008). The concept of shared and common understanding is referred as the essential element of the organization culture. The NIIT organization works with the assistance of the task teams made for particular requirements of the customer for the particular period for carrying out the operations. Openness and team culture are stressed as the huge deal. The corporate culture of the NIIT concentrates on values like creativity, customer satisfaction and quality (Goleman, 2004).

 It is viewed that during the amalgamation of the Daimler AG with the Chryslar Motors to make Daimler Chrysler, the distinct robust cultures of Daimler AG and Chryslar Company worked as the barrier for the effective integration. Daimler had robust culure of the engineering which was hierarchical and stressed daily working prolonged hours. On the other side, Chryslar Motors had cultures of sales where managers and employees were implemented to the autonomy and working for shorter hours. The distinct paths of behaving and thinking in these 2 companies produced the several unexpected problems throughout the proccess of the integration. Differences in the organizational culture might be the reason for the non accomplishment of the merger (George & Jones, 2008).

Implementation of Organizational Culture at CiscoIt is viewed that Cisco incorporated in year 1984 and had the culture which is based upon the principles of transparent communication, user focus, employee empowerment, frugality and integrity. In general, work culture that reinforced the spirit of the worker involvement, make sure that turnover of the employee was below the norms of the industry. Continuous learning is the component of Cisco culture and takes care through partnerships and acquisition. As per some analysts, Cisco experienced the uncertainty of exploiting its culture because of new employee’s influences which brought such kind of behavior from previous job experiences. The management of the Company will take some steps to share the culture and safeguard it (Karash, 2002). Cisco normally follows the principle of transparent communication, employee empowerment, fragility and integrity (George & Jones, 2008). It is viewed that in Cisco engineers are more important as compared to the culture. The cultural presence of the Cisco is felt worldwide like bringing of jobs, communications to government structures and countries (Fong & Kleiner, 2004). Cisco provides the robust user responsive organization which blends with the cultural service and needs to its workers. At last, it is advisable to the Cisco Company to implement the organizational culture in the accurate way for maintenance of interaction between individuals in organizations and prevails commonly in feelings, behavior and thoughts of individuals. It is viewed that Cisco experienced the uncertainty of exploiting its culture because of new employee’s influences; this uncertainty can be solved with the implementation of proper Organizational culture (Clawson, 2009).

In general, companies typically view at marketing or financial issues when finalizing to combine with or purchase another firm, but some of them perform audits of due-diligence on their personal organization cultures. Yet, trying to combine two companies with different beliefs and values would result in the cultural collision which threatens the accomplishment of strategically compatible combination. Research indicated that two –thirds of the executives in main companies of the US faced coordinating organizational culture as the main challenge in the merger. It is advisable for companies of the US to integrate the organizational culture in the proper manner in order to resolve the challenges at the time of merger (Griffin & Moorhead, 2007).

It is viewed that during the amalgamation of the Daimler AG with the Chryslar Motors to make Daimler Chrysler, the distinct robust cultures of Daimler AG and Chryslar Company worked as the barrier for the effective integration. This problem can be solved with proper understanding of cultural values of both companies. In general, assimilation prevails when workers at the purchased company adopt cultural value of acquiring organization (Karash, 2002).

 ConclusionAt last, it can be said that organizational culture plays a very important role in the organization. Organizational culture revolves around challenges and issues of the organization. This recommends to the people that sufficient approach in forming measures concerning culture of the organization is to concentrate on values and events as communicated by the organization members. In general, organizational culture performs 3 functions. First, Organizational culture reflects kind of social control which effects decisions and behavior of the employees. Second, organization culture referred as the social glue which combines people together and maintains people to feel as the portion of organizational experience. Finally, organizational culture helps in the process of sense- making. Various examples have been given to show how the organizational culture impacts the organization. For e.g. The organization finance department might have sub-culture that is unique to the finance department in relation to other departments. This shows that finance department shall not only have basic values of organization dominant culture but have few unique values. Therefore, the concept of shared or common understanding is the necessary element of the organization culture.At last, it can be concluded that features of organizational culture such as routine behavior, language, ceremonies, Gender equality and dominant values make the organization culture important for the students of Organization Behavior.

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