Definition of Organizational Culture and Post-Acquisition Changes in Management

Introduction

Organizational culture denotes values, principles, and convictions that people in a given company share. It determines the level of an organization’s success. Since the majority of workers spend about forty hours at their place of work each week, the organizational culture strongly influences not just their work lives but also personal responsibilities.

Main body

A joint organizational culture assists in creating unity among workers from diverse backgrounds, nationalities, and religious beliefs. Leaders have a crucial role to play in the creation and maintenance of organizational culture (Jordão, Souza, & Avelar, 2014). A profoundly entrenched and established culture controls the behavior of employees and helps them to realize the set objectives. This, consequently, results in increased job satisfaction when workers feel that leaders are assisting them in improving their performance. In this aspect, it is evident that leadership, organizational culture, and job satisfaction are strongly related.

When workers identify themselves as a crucial element of organizational culture, they are zealous in making their organization successful. They develop a great sense of achievement for being part of a company that they value, which makes them work hard devoid of coercion (Dodge, Dwyer, Witzeman, Neylon, & Taylor, 2017). Healthy competition among workers is an outcome of a collective organizational culture that leaders should uphold. This makes workers put efforts into achieving exemplary performance in order to be recognized, appreciated, or rewarded by the management.

Conclusion

Such competition boosts organizational performance thus making the organization thrive (Ashikali & Groeneveld, 2015). A strong organizational culture gives organizations a competitive advantage in the market and makes them outstanding. The values and attributes of organizational culture are responsible for creating a brand image by which an organization becomes identified and reputed.

References

Ashikali, T., & Groeneveld, S. (2015). Diversity management in public organizations and its effect on employees’ affective commitment: The role of transformational leadership and the inclusiveness of the organizational culture. Review of Public Personnel Administration, 35(2), 146-168. Web.

Dodge, R., Dwyer, J., Witzeman, S., Neylon, S., & Taylor, S. (2017). The role of leadership in innovation: A quantitative analysis of a large data set examines the relationship between organizational culture, leadership behaviors, and innovativeness. Research-Technology Management, 60(3), 22-29. Web.

Jordão, R. V. D., Souza, A. A., & Avelar, E. A. (2014). Organizational culture and post-acquisition changes in management control systems: An analysis of a successful Brazilian case. Journal of Business Research, 67(4), 542-549. Web.