Organizational Behaviour refers to the study of the human behaviour within the organizational setting and the interface between that of human behaviour and that of the organization. Individuals behave in a different manner when they are placed within the organization as compared to how they act when they are working separately from that of the organization. The primary goal of organizational behaviour is to revitalize the organizational theory so that they can develop better conceptualization in relation to organizational life. The developments in the field of sociology, organizational psychology and economics have greatly impacted the organizational behaviour.
The concept of culture has emerged in the recent times and each firm has its own set of culture. The adaptationist school of the cultural anthropology has heavily influenced the concept of culture. This concept emphasizes on the direct observable aspect in relation to the member of community that includes socially transmitted pattern of speech and behaviour. The ideationist concept are shared by the minds of the of the community members that includes their values and ideas. The different concepts of culture that is held by the adaptaionist and the ideationist are the reasons why debates occur regarding whether organizational culture consist of artefact, behavioural norms or the shared assumptions and beliefs. The five variables that have an impact on the organisational culture are communication, motivation, decision making, control and co-ordination (Ranjan, 2017). Communication revolves around whether other people are receptive about the ideas and suggestions of an individual. Motivation indicates whether the individual wants to come to work. Decision making is indicative of whether the people who make decisions within the organisation are aware of the problems that are faced by the people working at the lower level. Control revolves around how the different hierarchical level within the organization has a say on the workings of the organization. Co-ordination points out how the people who are working in the different department co-ordinate and plan the activities together. The eight key dimensions that have an impact on the organisational culture are planning, orientation, innovation, team orientation, people orientation, action orientation, confrontation, communication and results orientation (O’Neill et al., 2016). Research suggested that communication along with confrontation have a great impact on the profit of an organization.
Effectiveness of strategy in relation to human resource management is dependent on the compliance of human resources with that of overall strategy of the company. Organisational culture acts as a mediator between that of strategy in relation to human resources and the results of the organisation along with that of employment rotation. There are three kinds of organisational culture- competitive, supportive and innovative. The relation between that of organisational culture and strategy can be explained in the context of market entry strategy (Wronka-Pospiech & Fraczkiewicz-Wronka, 2016). Organizational culture influences the strategy of the company of entering the market and it indicates whether they will adopt the innovation or the imitation strategy. Innovation strategy requires flexibility, risk acceptance and entrepreneurship. Imitation strategy on the other hand is associated with that of precision and control. Organisational culture has an influence on the choice of strategy- between that of innovation and imitation (Purce, 2014). Compatibility between that of marketing strategy and organisational culture results into bringing more value delivered to the customers and produces greater satisfaction. It is then transformed into good performance of the organisation.
The four important cultural attributes that influence the organization are that of trust, distrust, unity and fragmentation. Trust is indicative of a multidimensional phenomenon that comprises of the cognitive along with affective components (Kujala et al., 2016). Diminishing affective distrust can help in building value congruence between that of employees and the organization. Organisational practices like fair human resource management can result in undermining the affective distrust within the interpersonal level. It can create cognitive distrust at the level of organization. Communication practices can be made use of in order to advance the faculty of cognitive trust and can help the employees in voicing their negative emotions. The management can engage in open discussions and communication in relation to the organisational goals can help the organisation in increasing their performance.
Organisational unity is indicative of a common purpose and that of mutual accountability. Unity can help in reducing conflict within the growing organisation. Unity however may not prove to be a positive factor in relation to the organisational culture. Organisational unity may result into taken-for-granted and non-reflected practice like that of unity within the mobbing colleagues or aggressive behaviour between that of competitors. Unity can create a comfort zone for the employees and it undermines the process of value creation of a company. Fragmentation can form from that of demographic diversity within the organization and from decentralization. The disadvantage of fragmentation is that it can prevent the process of organisational learning (Barry & Wilkinson, 2016). Organisational fragmentation also indicates the lack of divergence of the values between that of management and that of employees. It can result into scepticism and frequent conflicts within the organization. Fragmentation can also result into critical thinking on the part of the employees and questioning them can bring fragmentation within the relationships of an organization. This can pose to be harmful this can also be beneficial in certain aspects like project work and problem solving.
Innovations refer to the inflow and out-flow of knowledge that can help in increasing the innovation of an enterprise. It refers to the ability of an enterprise to expand the market so that they can make use of new solutions, flexibility in relation to operation and the transfer of knowledge. The important pillars that can give rise to this kind of culture include that of creativity, competitiveness, ability of quickly learning, acquiring new skills, willingness of taking risks and ability of predicting the future (Szymanska, 2016). The small and medium sized enterprises do not have exposure to mature and innovative organisational culture. The developing of the organisational culture is dependent upon the modification of norms that can result into producing a more cohesive organisational culture. Managers should emphasize on the relationship between that of success of the organization and that of organisational culture. By taking recourse to selected pattern of interpretation one can create a culture within the organisation on the basis of the needs of the organisation.
Four different cultures can be found within the organization- Clan, Adhocracy, Market and Hierarchy Culture. The clan culture focuses on participative decision making, positive interpersonal climate and that of consensual decision making. Within the adhocracy culture, emphasis is laid on innovation and creative insights are stressed. It focuses on building a dynamic system within the organization (Wronka-Pospiech & Fraczkiewicz-Wronka, 2016). The hierarchy culture focuses on co-ordinated work within the organization and lays stress on a stable work environment. The market culture focuses on intense work effort and easy explainable objectives. Adhocracy and hierarchy can contribute in a positive manner to the financial outcome of CRM. Adhocracy emerged as the prevailing culture when the developed world moved from that of the industrial age to that of the information age. In the adhocracy culture, people are dynamic and creative and they are willing to take risks that contribute to the development of the organization. The leaders act as risk takers within the organization that helps the firm to grow. A hierarchy culture on the other hand provides a structured place of working. The leaders act as good co-ordinators and they are efficient. Formal rule along with policy can help the organization can help in the smooth running of the organization (Kim, 2014). Success is dependent on smooth scheduling and on the factor of dependable delivery.
The balance of the manufacturing strategy and the organisational culture is important for the success and growth of the organisation. Proper organisational culture that can give rise to effective strategy is characterized by that of individualism and low uncertainty avoidance. Proper culture that gives rise to flexibility strategy bears the important characteristics of collectivism and that of low power distance (Goetsch & Davis, 2014). It is of crucial importance that the organisational culture should be matched with that of the manufacturing strategy. The organisational culture that is ill-suited can reduce the effectiveness of the firm. It disables the firm from realizing all its operational actions. It can thus prevent the choosing of options that is consistent with the operational necessities.
Workplace bullying has an adverse impact on the organisational culture. Bullying should be controlled in the organization that can increase the satisfaction of the employees. Workplace bullying refers to harassment and negative behaviour of an employee towards that of the peer employee. Workplace bullying has an effect on the health and psychological state of the employee and the women employees are bullied more as compared to that of the men within the organization. The different factors like that of age, gender and education can give rise to workplace bullying. The bullying effects have an effect on both the personal along with that of the work relationship for the victim (Rajalakshmi & Gomathi, 2016). The organisational victim can lead to increasing absenteeism, decrease the productivity and decrease the employee loyalty. Organisational culture influences the bullying within the work environment. Bullying is found to be connected with three kinds of cultural abuse: blaming, winning/ losing and that of sacrificing. Workplace bullying acts as a threat to the job of the employee along with that of the health. Power imbalance along with leadership style in the organization gives rise to bullying within the employees. Workplace bullying bears psychological consequences and it negatively impacts the organization (Pilch & Turska, 2015). The behaviour of the bully can lead to decrease in the quality of work, loss of commitment and absenteeism among the employees. The act of bullying has negative impact on the psychological condition of the individual and it has an adverse effect on the self-efficiency of an individual (D’Cruz & Noronha, 2014).
The cognitive dissonance theory states that an individual wants to minimise the dissonance within their environment. An ethical conflict can rise on account of incongruence in relation to the ethical values between the employees and that of the organisation. It can create dissonance and can cause dissatisfaction in the long run (Riivari & Lämsä, 2014). It has a negative impact on that of the job performance and it is negatively associated with that of organisational commitment. It has a positive result with that of the turnover intention (Goetsch & Davis, 2014). Psychological contract is another theoretical framework that can help in explaining the connection between that of the ethical culture and that of the personal work goal (Wei et al., 2014). The ethical requirements within an organisation can serve as the basis of psychological contract and it provides a culture that can reward ethical behaviour of the employees. An organisation can give rise to stress if the ethics of the organization contradict with that of the personal ethical values of the individual. The discrepancy causes a breach in relation to the psychological contract of the employee that can result in the resigning of the employees from the organization (Hoffman et al., 2014).
Conclusion
Communication, decision making, co-ordination, control and motivation are the five important variables that can give rise to a sound organisational culture. The marketing strategy should be compatible with that of the culture of the organisation and it can bring more value for the customers. Marketing strategy can have an impact on the element of profitability of the organization. Open discussion along with communication of the goals of the organisation can help the employees in voicing their negative emotions. Unity can undermine the value creation of an organization. Fragmentation on the other hand can hinder the process of learning within the organization. Unity and fragmentation should be balanced within the organization for the perfect growth of the organization. Dynamic and effective people and leaders who are acting as the risk takers can help in the growth of the organization. The leaders should act as good co-ordinators for the perfect running of the organization. Bullying should be reduced within the organisation for the sound and smooth functioning of the operations within an organization.
Barry, M. & Wilkinson, A.., 2016. Pro-social or pro-management? A critique of the conception of employee voice as a pro-social behaviour within organizational behaviour. British Journal of Industrial Relations, 54(2), pp.pp.261-284.
D’Cruz, P. & Noronha, E.., 2014. Workplace bullying in the context of organisational change: the significance of pluralism. Industrial Relations Journal, , 45(1), pp.pp.2-21.
Goetsch, D.L. & Davis, S.B.., 2014. Quality management for organizational excellence. Upper Saddle River, NJ. pearson., pp.25-30.
Hoffman, W.M., Frederick, R.E. & Schwartz, M.S., 2014. Business ethics: Readings and cases in corporate morality. John Wiley & Sons., pp.119-24.
Kim, H.., 2014. Transformational leadership, organizational clan culture, organizational affective commitment, and organizational citizenship behavior: A case of South Korea’s public sector. Public Organization Review, 14(3), pp.pp.397-417.
Kujala, J., Lehtimäki, H. & Pucetaite, R.., 2016. Trust and distrust constructing unity and fragmentation of organisational culture. Journal of Business Ethics, , 139(4), pp.pp.701-716.
O’Neill, J.W., Beauvais, L.L. & Scholl, R.W.., 2016. The use of organizational culture and structure to guide strategic behavior: An information processing perspective. Journal of Behavioral and Applied Management, 2(2), pp.50-60.
Pilch, I. & Turska, E.., 2015. Relationships between Machiavellianism, organizational culture, and workplace bullying: Emotional abuse from the target’s and the perpetrator’s perspective. Journal of Business Ethics, , 128(1), pp.pp.83-93.
Purce, J.., 2014. The impact of corporate strategy on human resource management. New Perspectives on Human Resource Management. Routledge Revivals, 67, pp.45-50.
Rajalakshmi, M. & Gomathi, S.., 2016. RELATIONSHIP BETWEEN WORKPLACE BULLYING AND ORGANISATIONAL CULTURE. Global Management Review, 10(2), pp.112-20.
Ranjan, P.., 2017. Human Resource Management and Organizational Behaviour. Journal of HR, Organizational Behaviour & Entrepreneurship Development, 1(1), pp.pp 8-12.
Riivari, E. & Lämsä, A.M.., 2014. Does it pay to be ethical? Examining the relationship between organisations’ ethical culture and innovativeness.. Journal of Business Ethics, 124(1), pp.pp.1-17.
Szymanska, K.., 2016. Organisational culture as a part in the development of open innovation-the perspective of small and medium-sized enterprises. Management, , 20(1), pp.pp.142-154.
Wei, Y.S., Samiee, S. & Lee, R.P.., 2014. The influence of organic organizational cultures, market responsiveness, and product strategy on firm performance in an emerging market. Journal of the Academy of Marketing Science, 42(1), pp.pp.49-70.
Wronka-Pospiech, M. & Fraczkiewicz-Wronka, A.., 2016. Strategic Orientation and Organisational Culture in Polish Public Organisations: Insights from the Miles and Snow Typology. Management, 20(1), p.p.126.
Organizational Behaviour refers to the study of the human behaviour within the organizational setting and the interface between that of human behaviour and that of the organization. Individuals behave in a different manner when they are placed within the organization as compared to how they act when they are working separately from that of the organization. The primary goal of organizational behaviour is to revitalize the organizational theory so that they can develop better conceptualization in relation to organizational life. The developments in the field of sociology, organizational psychology and economics have greatly impacted the organizational behaviour.
The concept of culture has emerged in the recent times and each firm has its own set of culture. The adaptationist school of the cultural anthropology has heavily influenced the concept of culture. This concept emphasizes on the direct observable aspect in relation to the member of community that includes socially transmitted pattern of speech and behaviour. The ideationist concept are shared by the minds of the of the community members that includes their values and ideas. The different concepts of culture that is held by the adaptaionist and the ideationist are the reasons why debates occur regarding whether organizational culture consist of artefact, behavioural norms or the shared assumptions and beliefs. The five variables that have an impact on the organisational culture are communication, motivation, decision making, control and co-ordination (Ranjan, 2017). Communication revolves around whether other people are receptive about the ideas and suggestions of an individual. Motivation indicates whether the individual wants to come to work. Decision making is indicative of whether the people who make decisions within the organisation are aware of the problems that are faced by the people working at the lower level. Control revolves around how the different hierarchical level within the organization has a say on the workings of the organization. Co-ordination points out how the people who are working in the different department co-ordinate and plan the activities together. The eight key dimensions that have an impact on the organisational culture are planning, orientation, innovation, team orientation, people orientation, action orientation, confrontation, communication and results orientation (O’Neill et al., 2016). Research suggested that communication along with confrontation have a great impact on the profit of an organization.
Effectiveness of strategy in relation to human resource management is dependent on the compliance of human resources with that of overall strategy of the company. Organisational culture acts as a mediator between that of strategy in relation to human resources and the results of the organisation along with that of employment rotation. There are three kinds of organisational culture- competitive, supportive and innovative. The relation between that of organisational culture and strategy can be explained in the context of market entry strategy (Wronka-Pospiech & Fraczkiewicz-Wronka, 2016). Organizational culture influences the strategy of the company of entering the market and it indicates whether they will adopt the innovation or the imitation strategy. Innovation strategy requires flexibility, risk acceptance and entrepreneurship. Imitation strategy on the other hand is associated with that of precision and control. Organisational culture has an influence on the choice of strategy- between that of innovation and imitation (Purce, 2014). Compatibility between that of marketing strategy and organisational culture results into bringing more value delivered to the customers and produces greater satisfaction. It is then transformed into good performance of the organisation.
The four important cultural attributes that influence the organization are that of trust, distrust, unity and fragmentation. Trust is indicative of a multidimensional phenomenon that comprises of the cognitive along with affective components (Kujala et al., 2016). Diminishing affective distrust can help in building value congruence between that of employees and the organization. Organisational practices like fair human resource management can result in undermining the affective distrust within the interpersonal level. It can create cognitive distrust at the level of organization. Communication practices can be made use of in order to advance the faculty of cognitive trust and can help the employees in voicing their negative emotions. The management can engage in open discussions and communication in relation to the organisational goals can help the organisation in increasing their performance.
Organisational unity is indicative of a common purpose and that of mutual accountability. Unity can help in reducing conflict within the growing organisation. Unity however may not prove to be a positive factor in relation to the organisational culture. Organisational unity may result into taken-for-granted and non-reflected practice like that of unity within the mobbing colleagues or aggressive behaviour between that of competitors. Unity can create a comfort zone for the employees and it undermines the process of value creation of a company. Fragmentation can form from that of demographic diversity within the organization and from decentralization. The disadvantage of fragmentation is that it can prevent the process of organisational learning (Barry & Wilkinson, 2016). Organisational fragmentation also indicates the lack of divergence of the values between that of management and that of employees. It can result into scepticism and frequent conflicts within the organization. Fragmentation can also result into critical thinking on the part of the employees and questioning them can bring fragmentation within the relationships of an organization. This can pose to be harmful this can also be beneficial in certain aspects like project work and problem solving.
Innovations refer to the inflow and out-flow of knowledge that can help in increasing the innovation of an enterprise. It refers to the ability of an enterprise to expand the market so that they can make use of new solutions, flexibility in relation to operation and the transfer of knowledge. The important pillars that can give rise to this kind of culture include that of creativity, competitiveness, ability of quickly learning, acquiring new skills, willingness of taking risks and ability of predicting the future (Szymanska, 2016). The small and medium sized enterprises do not have exposure to mature and innovative organisational culture. The developing of the organisational culture is dependent upon the modification of norms that can result into producing a more cohesive organisational culture. Managers should emphasize on the relationship between that of success of the organization and that of organisational culture. By taking recourse to selected pattern of interpretation one can create a culture within the organisation on the basis of the needs of the organisation.
Four different cultures can be found within the organization- Clan, Adhocracy, Market and Hierarchy Culture. The clan culture focuses on participative decision making, positive interpersonal climate and that of consensual decision making. Within the adhocracy culture, emphasis is laid on innovation and creative insights are stressed. It focuses on building a dynamic system within the organization (Wronka-Pospiech & Fraczkiewicz-Wronka, 2016). The hierarchy culture focuses on co-ordinated work within the organization and lays stress on a stable work environment. The market culture focuses on intense work effort and easy explainable objectives. Adhocracy and hierarchy can contribute in a positive manner to the financial outcome of CRM. Adhocracy emerged as the prevailing culture when the developed world moved from that of the industrial age to that of the information age. In the adhocracy culture, people are dynamic and creative and they are willing to take risks that contribute to the development of the organization. The leaders act as risk takers within the organization that helps the firm to grow. A hierarchy culture on the other hand provides a structured place of working. The leaders act as good co-ordinators and they are efficient. Formal rule along with policy can help the organization can help in the smooth running of the organization (Kim, 2014). Success is dependent on smooth scheduling and on the factor of dependable delivery.
The balance of the manufacturing strategy and the organisational culture is important for the success and growth of the organisation. Proper organisational culture that can give rise to effective strategy is characterized by that of individualism and low uncertainty avoidance. Proper culture that gives rise to flexibility strategy bears the important characteristics of collectivism and that of low power distance (Goetsch & Davis, 2014). It is of crucial importance that the organisational culture should be matched with that of the manufacturing strategy. The organisational culture that is ill-suited can reduce the effectiveness of the firm. It disables the firm from realizing all its operational actions. It can thus prevent the choosing of options that is consistent with the operational necessities.
Workplace bullying has an adverse impact on the organisational culture. Bullying should be controlled in the organization that can increase the satisfaction of the employees. Workplace bullying refers to harassment and negative behaviour of an employee towards that of the peer employee. Workplace bullying has an effect on the health and psychological state of the employee and the women employees are bullied more as compared to that of the men within the organization. The different factors like that of age, gender and education can give rise to workplace bullying. The bullying effects have an effect on both the personal along with that of the work relationship for the victim (Rajalakshmi & Gomathi, 2016). The organisational victim can lead to increasing absenteeism, decrease the productivity and decrease the employee loyalty. Organisational culture influences the bullying within the work environment. Bullying is found to be connected with three kinds of cultural abuse: blaming, winning/ losing and that of sacrificing. Workplace bullying acts as a threat to the job of the employee along with that of the health. Power imbalance along with leadership style in the organization gives rise to bullying within the employees. Workplace bullying bears psychological consequences and it negatively impacts the organization (Pilch & Turska, 2015). The behaviour of the bully can lead to decrease in the quality of work, loss of commitment and absenteeism among the employees. The act of bullying has negative impact on the psychological condition of the individual and it has an adverse effect on the self-efficiency of an individual (D’Cruz & Noronha, 2014).
The cognitive dissonance theory states that an individual wants to minimise the dissonance within their environment. An ethical conflict can rise on account of incongruence in relation to the ethical values between the employees and that of the organisation. It can create dissonance and can cause dissatisfaction in the long run (Riivari & Lämsä, 2014). It has a negative impact on that of the job performance and it is negatively associated with that of organisational commitment. It has a positive result with that of the turnover intention (Goetsch & Davis, 2014). Psychological contract is another theoretical framework that can help in explaining the connection between that of the ethical culture and that of the personal work goal (Wei et al., 2014). The ethical requirements within an organisation can serve as the basis of psychological contract and it provides a culture that can reward ethical behaviour of the employees. An organisation can give rise to stress if the ethics of the organization contradict with that of the personal ethical values of the individual. The discrepancy causes a breach in relation to the psychological contract of the employee that can result in the resigning of the employees from the organization (Hoffman et al., 2014).
Conclusion
Communication, decision making, co-ordination, control and motivation are the five important variables that can give rise to a sound organisational culture. The marketing strategy should be compatible with that of the culture of the organisation and it can bring more value for the customers. Marketing strategy can have an impact on the element of profitability of the organization. Open discussion along with communication of the goals of the organisation can help the employees in voicing their negative emotions. Unity can undermine the value creation of an organization. Fragmentation on the other hand can hinder the process of learning within the organization. Unity and fragmentation should be balanced within the organization for the perfect growth of the organization. Dynamic and effective people and leaders who are acting as the risk takers can help in the growth of the organization. The leaders should act as good co-ordinators for the perfect running of the organization. Bullying should be reduced within the organisation for the sound and smooth functioning of the operations within an organization.
Barry, M. & Wilkinson, A.., 2016. Pro-social or pro-management? A critique of the conception of employee voice as a pro-social behaviour within organizational behaviour. British Journal of Industrial Relations, 54(2), pp.pp.261-284.
D’Cruz, P. & Noronha, E.., 2014. Workplace bullying in the context of organisational change: the significance of pluralism. Industrial Relations Journal, , 45(1), pp.pp.2-21.
Goetsch, D.L. & Davis, S.B.., 2014. Quality management for organizational excellence. Upper Saddle River, NJ. pearson., pp.25-30.
Hoffman, W.M., Frederick, R.E. & Schwartz, M.S., 2014. Business ethics: Readings and cases in corporate morality. John Wiley & Sons., pp.119-24.
Kim, H.., 2014. Transformational leadership, organizational clan culture, organizational affective commitment, and organizational citizenship behavior: A case of South Korea’s public sector. Public Organization Review, 14(3), pp.pp.397-417.
Kujala, J., Lehtimäki, H. & Pucetaite, R.., 2016. Trust and distrust constructing unity and fragmentation of organisational culture. Journal of Business Ethics, , 139(4), pp.pp.701-716.
O’Neill, J.W., Beauvais, L.L. & Scholl, R.W.., 2016. The use of organizational culture and structure to guide strategic behavior: An information processing perspective. Journal of Behavioral and Applied Management, 2(2), pp.50-60.
Pilch, I. & Turska, E.., 2015. Relationships between Machiavellianism, organizational culture, and workplace bullying: Emotional abuse from the target’s and the perpetrator’s perspective. Journal of Business Ethics, , 128(1), pp.pp.83-93.
Purce, J.., 2014. The impact of corporate strategy on human resource management. New Perspectives on Human Resource Management. Routledge Revivals, 67, pp.45-50.
Rajalakshmi, M. & Gomathi, S.., 2016. RELATIONSHIP BETWEEN WORKPLACE BULLYING AND ORGANISATIONAL CULTURE. Global Management Review, 10(2), pp.112-20.
Ranjan, P.., 2017. Human Resource Management and Organizational Behaviour. Journal of HR, Organizational Behaviour & Entrepreneurship Development, 1(1), pp.pp 8-12.
Riivari, E. & Lämsä, A.M.., 2014. Does it pay to be ethical? Examining the relationship between organisations’ ethical culture and innovativeness.. Journal of Business Ethics, 124(1), pp.pp.1-17.
Szymanska, K.., 2016. Organisational culture as a part in the development of open innovation-the perspective of small and medium-sized enterprises. Management, , 20(1), pp.pp.142-154.
Wei, Y.S., Samiee, S. & Lee, R.P.., 2014. The influence of organic organizational cultures, market responsiveness, and product strategy on firm performance in an emerging market. Journal of the Academy of Marketing Science, 42(1), pp.pp.49-70.
Wronka-Pospiech, M. & Fraczkiewicz-Wronka, A.., 2016. Strategic Orientation and Organisational Culture in Polish Public Organisations: Insights from the Miles and Snow Typology. Management, 20(1), p.p.126.
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