Every organization is a unique entity and therefore has a distinct character of its own. Organizations working within a particular industry may share similar work processes and procedure but what sets it apart from its counterparts and makes it unique is its distinct organizational culture. Workplace culture guides the members of an organization in the way they conduct themselves in the organization, go about doing their work, communicate with members within and outside the organization and generally the behavior they exhibit in representing their workplace. A much accepted definition of Organizational Culture goes like this, "organizational culture is the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization" (Charles and Gareth 2001).
Understanding the culture of the organization helps the stakeholders understand what goes behind the thought processes of the workforce.
A strong organizational culture puts the reins in the hands of manager and makes it easier for the top management to control the workforce. But not always does a strong workplace culture prove to be beneficial to the organization. There are issues which, if not addressed will lead to the culture being dysfunctional and a burden to the employees of the organization as well as the external stakeholders.
This paper focuses on understanding how a strong workplace culture may prove to be dysfunctional and how it might aggravate issues for both the internal and external subscribers of the organization.
2.0 Organizational Concept - Concepts and Facts
According to a comprehensive definition given by Schein (1991) organizational culture is "a pattern of shared basic assumptions invented, discovered or developed by a given group as it learns to cope with its problems of external adaptation and...