Organizational practices consist of organization strategies and
operational business factors. In fact, practices cope with how companies
conquer the threats of competition and also the way opportunities are
exploited. The practices of companies include.
• Whether practices of the organization are supportive to the
organizational purpose or not.
•Resource utilization for reaching
•Whether business operations are competitive and goal oriented or not.
•Whether business opportunities are carefully exploited or not.
• Business operations primarily based on accept as true with and openness
and many others.
2.6 EFFECTS OF CULTURE
The consequences of culture may be both functional, as well as dysfunctional.
In case of the latter, it could be stated that culture leads to group thinking,
collective blind spots, resistance to change and innovation. For example, culture
makes an organization a family. The family formed in an organization possesses
some weaknesses. A family constantly tends to develop xenophobia, a fear of
outsiders. In brief, employees do not easily accept and invite new members.
Another hassle from well-knit culture pertains to the control of diversity.
Strong cultures put huge pressure on employees to comply with diversity but modern
organizations are known for diversity of workforce. Since present day organizations
encourage work force diversity, there develops conflict between the need for
conformity and the advantage of getting employees with diverse behaviors and
strengths. On the positive side, the importance of organizational culture can
be understood from the following.
Organizational culture creates a sturdy sense of bonding among the organization
and its employees. An employee’s willingness to perform in an organization
depends on the internal environment and good interpersonal relations, which can be determined
by the organizational culture .
B) SENSE OF IDENTITY
Employees identity with the organization is primarily based on the culture.
For example, employees working in
reputed organizations express pride in their organizations. Such identity makes
them dedicated to the achievement of the organizational goals, and they
deliberately come forward to sacrifice their individual interests for the sake
of organizational objectives.
C) ATTITUDE DEVELOPMENT: Employees
joining an organization differ in terms of their background, interests and education.
Although HR departments take utmost care to pick the suitable candidates, best
selection is a myth. Once they join the organization, employees increase a
positive work attitude towards the organization, if the culture of the organization
is such that it has a positive attitude towards its employees. In reality,
organizational culture plays many important functions, For example, it develops positive attitude, motivates employees,
provides satisfaction, enhances morale, develops good interpersonal personal
relations among the employees, offers a congenial environment, enthusiasm to
work, and positive thinking which are all qualities of a very good employee of an organization.
Thus, sound organizational culture not only
is beneficial to the business organization but also to a nation at large.
2.7 DIMENSIONS OF OC
The dimensions of organizational culture were provided hereunder.
A) INDIVIDUAL AUTONOMY: This refers to the individual’s freedom to exercise his or her duty. In other words, individual
autonomy is the degree to which employees are free to manage themselves; to
have considerable decision-making authority and not to be continually answerable
to higher management.
B) POSITION STRUCTURE:
This refers to the magnitude of direct supervision, formalization, and
centralization in an organization. In other words, position structure is the
degree to which targets of the job and methods for accomplishing them are established and communicated to the employees
by means of supervisors.