Ã¯Â¿Â½PAGE Ã¯Â¿Â½ Organisational Culture Ã¯Â¿Â½PAGE Ã¯Â¿Â½2Ã¯Â¿Â½
Running Head: ORGANISATIONAL CULTURE
Great leaders generate a culture in their organisation that constrains the results they would like to achieve. To influence any kind of change of culture in an organisation, it is the leader who is in the best position to do so. Organisational culture is the characteristics and behaviours of an organisation that are rarely stated but are widely understood by everyone as accepted behaviour (McNamara, 2007). It is not just what is said, but the actions perceived as well. While leaders maintain the ability to modify their own organisational culture, an efficient manager learns to work side by side with their employees as partners in success rather than try to completely expedite the culture by themselves.
When creating a culture, one must realize that an organisation's culture reflects its goals and objectives and it tells the customer and employees what is important, what is valued, and what matters to the organisation.
An organisation's reputation is dependent on its culture. The culture defines how people dress, how they talk to each other, how they treat each other, and the physical space around them. If an organisation is unorganized or represented by unprofessional employees, the company will be seen as unorganized and unprofessional by the public, which can be devastating to a company. Also, when creating a culture, an organisation must express the values openly to customers and employees, as this is simply positive reinforcement. What goes in must come out and this is true with the expressed values of an organisation.
Many times, cultures outlive their purpose and must be redesigned. The base line for leaders is that if they do not develop into mindful of the cultures in which they are entrenched, those...