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Visible and Invincible Organizational Culture Components

Every company has a culture, which defines employees’ work and function, making it an important element of a company’s success. Organizational culture is defined by Kinicki & Williams (2018) by a set of shared assumptions, beliefs that a group holds that create the environment of an organization. The culture is a way company governs many things, for example: how employees interact, how decisions are made as well as how employees show perceive, think, and feel in relation to the company’s events (Hartell et all, 2019). The visible culture components in an internal environment include symbols, practices, and artifacts such as language, art, and architecture, dress code, traditions, food.  For an external environment, the visible components include location, customers.  The invisible culture components in an internal environment include processes, beliefs, history, assumptions – these are the components that even though you cannot see, will manifest in the behaviors.  For an external environment, the invisible components include politics, relationships.  There are the components that will influence the decision-making of executives.  Culture is shaped by visible and invisible forces, some of which leaders can control and others to which leaders must react. To understand a culture, you must study environmental influences, both the invisible and visible, the internal and external. Visible and invisible components of culture influence employees’ behaviors in a diverse way as employees view the culture from where they are coming from.  For example, an employee from India coming to work in the US as an engineer may react differently to his/her manager in a way that might or might not be acceptable in an organization.

Even though each company had a unique culture, the four categories outlined by Kinicki & Williams (2018) include clan culture (internal focus and values flexibility over stability and control), adhocracy culture external focus and values flexibly), market culture (external focus and values stability and control), and hierarchy culture (internal focus and values stability and control).  Organizational culture has a big influence on individuals, teams, and company performance.  Employees and teams who feel that the company culture suits them will stay with the company, reducing turnover, which is costly.

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Painter (2019) explained that no training program, human resources department, or imitative can fix culture if leaders and managers are not involved, they are the ones that set the stage for behaviors.  Positive organizational culture creates happy and productive employees which turns into a competitive advantage in a marketplace for the company.  In addition to creating happy employees, positive culture drives engagement, attracts talents, lessens attrition.  Positive culture should be a foundation for any company. The primary role of leaders in managers in the promotion and sustaining positive culture is reinforcing the company’s values by helping employees grow and develop through setting goals and opportunities for employees.  Having one on one- or two-way feedback is important since when employees have open dialogue their trust in the leader increase. According to Kowalczyk (2018), leaders must take time and energy to build trust as this will create an engaging and positive work environment where growth occurs since teams will feel connected to the mission of the company.  Other things leaders can do are encourage employees to respect and care for each other, build trust among themselves, eliminate negative behaviors, they need to walk the talk.   Kinicki & Williams (2018) described that it is the way leaders operate, communicate and make decisions that reshape the culture to the desired outcome. If positive culture is not established by leaders, the company could face various employees problems.  Organizational culture has different effects on behaviors in the workplace.  This is concluded by Stefano, Scrima & Parry (2019) as they refer to those behaviors as deviant behaviors which may include: low performance, miss issue of company’s time, aggression, we are surfing during office hours, etc.

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