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Posted on April 21st, 2014, by

The leader must choose to achieve success and to strive for effective employee motivation. There are many approaches to the selection of different attributes that characterize and identify the culture at a particular level. It is possible to consider the organizational culture based on the following characteristics: (Lunenburg 2).

1. Personal initiative, i.e. degree of responsibility, freedom and independence;

2. Observed behavioral appropriateness (common language, terminology, as well as rituals and ceremonies);

3. The degree of risk people willing to take risks;

4. Sharing the major values (the company’s members should share major values within the organization);

5. The coordination of actions departments and people within the organization co-coordinately interact with each other;

6. Management support, i.e. providing free interaction, helping and supporting subordinates on the part of management services;

7. The system of remuneration, the organization of awards;

8. Conflict as the readiness of employees to enter into conflict, as well as voice their opinions.

In addition, it is possible to add that organizational culture is able to considerably alleviate the issue of matching the individual goals with the overall purpose of the organization, introducing different behaviors, values, and norms shared by the company’s workers.

Consequently, the company can be an essential factor in organizational effectiveness, if its organizational culture is in line with the overall objective. Hence, organizational culture created by the company leaders can result in a good managerial function within the company (Sumarto & Subrot 384).

Thus, taking the above-mentioned information into consideration, it is possible to draw a conclusion that today’s organizations consider culture as a powerful strategic tool, which helps to direct all the departments and individuals for common goals, to mobilize the initiative of employees and to ensure a productive interaction. Most often, the companies form culture, which embodies the values and behaviors of their leaders. In this context, organizational culture can be defined as a set of rules, regulations, customs and traditions, which are supported by the subject of organizational power and set the general framework for the behavior of employees consistent with the strategy of the organization. Those characteristics of the organization’s culture reflect and give meaning to the concept of organizational culture (Bal & Quinn 15).

Based on the above-stated information, it should be mentioned that middle managers should establish the ground rules and norms of behavior based on the statements of the leaders and models of their behavior in specific situations. Such rules and regulations apply to the entire organization to the lower levels. Additionally, it is necessary to build communication tools and practices within the organization. In this case, top management’s greatest tool for shaping, focusing and changing organizational culture is workplace communication (Haneberg 3).




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