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Organizational culture

This term immediately conjures up notions of slogans, organizational consultants, placards, and lots of paper. Organizational culture is perceived as the title of a discipline dealing with defining the organizational framework, writing work procedures, etc.

But if we take a closer look, we discover something more substantial:
"Organizational culture is a comprehensive term which defines the values, importance, change, belief, norms and customs present in organizations."


Culture is not just values or norms or an existing situation.
Organizational culture is the entire set of relationships resulting from interaction!
In fact, values delineate the value-oriented direction of the organization, its compass.
But they are open to different and varied interpretations by each member of the organization (as each member has his/her own culture, beliefs and opinions).


We must therefore define and interpret the values using a set of laws and clear procedures (naturally, backed by a system of reward and punishment), so that it is assimilated by each and every employee.
This set of laws and values is reflected in our daily lives. Generally, employees find the simplest solution to basic questions of what they may and may not do.


But on some occasions, we are faced by a clash of values or new situations for which there is no obvious law, procedure or previous experience. What then should we do?
It is precisely in such situations that organizational culture is tested.
Will the structure built by the organization's managers meet the test of reality or will the culture and the organization collapse?


In our content world, the organizational culture is the spirit of the organization, and it is this spirit which motivates and drives the people within the organization, its values, laws and conduct.   
In leadership, there is a known test which is applied to the organization and its leaders: what happens when an organization has no leader?


Do members of the organization work out of fear (dictatorship / highly concentrated leadership)?
Does everyone do their own thing (organizational bedlam)?
Or did the organization's leaders have the sense to construct a spiritual, familiar edifice with which its members identify, so that if there is no leader, the organization or the organizational culture will motivate its members in moments of pressure, crisis or dilemma.

The organization's leaders must therefore assemble this framework so that they can turn their attention to personal development, development of the organization, and long-term growth.

 

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