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Chantelly Pauletta

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The culture creates the environment in the organization and influences the nature of the long-term plans that move the organization toward its vision. When an organization promotes a culture of transparency, has clear expectations, provides continuous feedback, and offers the right recognition, employees can easily understand what is expected of them. A culture that allows employees to be open, honest, and independent nurtures efficiency and cooperation within teams.

Together, well-defined organizational culture and employee engagement activities can make employees feel like they are valued and cherished within the organization, which affects their performance positively. Studies strongly indicate that organizational culture is a competitive advantage that most companies ignore or are not aware of. But when used right, this can retain your top layer of talent, boost performance and productivity, and create self-reliant, independent, and responsible employees.

Organizational Culture

Organizational culture is a set of practices, values, and behaviors that employees experience in a workplace. An organization’s culture is usually defined by the leadership and imbibed by the employees. Organizational culture can vary in different as, like companies, institutions, or groups. Also, Organizational culture has various aspects like expectations, norms, and goals for group members. Further research shows that society tends to be stronger than organizational culture or if the employees with or working with a foreign company can sometimes find it challenging to adapt to new corporate cultures (Deresky & Miller, 2021).

How does this connect with organizational behavior?

Organization culture and behavior are two separates yet wholly related concepts. The type of established and shared values that shape the activities of an organization is known as the organizational culture. Organizational behavior is the way the employees or the human elements in the organization behave because of the organizational culture in place in an organization. Both organizational culture and behavior are critical to the workings of a company because they can help determine whether an organization is successful or not.

One of the effects of organizational culture and behavior can be seen in the way the leadership of an organization relates with its employees. The manner in which CEOs and other management relate with the employees that are lower in the hierarchy of an organization can affect the way the employees within that organization behave. If the organizational culture in place means that the CEO is out of reach to everyone but the top management, the employees might not feel the impact of his or her leadership in the same way they would a more accessible leader. This may make the job seem more impersonal, and it might affect the motivation of the workers.

Another effect of organizational culture and behavior is in operational practice. If the operational practice in an organization encourages everyone to be a team player, the behavior of those employees will be different from that of employees in a place where individual initiative is valued. The employees who are team players may be more integrated than those who are individual achievers. This is because those who are individual players might be very competitive among themselves.

Culture's effects on management

Trust, loyalty, teamwork, and long-term commitment are essential to organizational culture. Sometimes can be challenging to adapt to the corporate environment and culture. Sometimes interaction in the working environment in international management can affect management communication. It takes time so for the cultures to interact with each other. Contextual intelligence is the ability to understand the limits of our knowledge and to adapt that knowledge to an environment different from the one in which it was developed. The effects of culture are that sometimes they try to impose their value and systems on another society. Different people understand and relate to others in their own culture. This awareness helps guard against adopting either a parochial or ethnocentric. The unconscious reference point of one's cultural values is called a self-reference criterion. The cultural sensitivity, international managers and people from other countries understand their own cultures. Parochialism occurs, for example, when a person in France expects those from or in another country to fall automatically into patterns of behavior expected in France. Ethnocentrism describes those who operate from the assumption that their ways of doing things are best no matter where or under the conditions they apply. Contingency management requires managers to adapt to the local environment and people and manage accordingly (Deresky & Miller, 2021)