Organizational culture can loosely be defined as the shared assumptions, beliefs, and "normal behaviors" (norms) of a group. Culture formally defined is a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way you perceive, think, and feel in relation to those problems. These are powerful influences on the way people live and act, and they define what is "normal" and how to sanction those who are not "normal." To a large degree, what we do is determined by our culture. The functions of an organizational culture present behavioral control, encourages stability and provides a source of identity within the organization. Unfortunately, the functions can also become liabilities within the culture itself. The culture of the organization may witness barriers to change and improvement as well as barriers to diversity (Tosi).
It could be that no two organizations define diversity in exactly the same way. The challenge is to define diversity in a way that makes practical, bottom-line sense to your organization. Organizations must provide employees with skills for operating in a multicultural environment, so that employees can understand their own as well as other cultures, values, beliefs, attitudes, behaviors, and strengths and weaknesses. According to the American Heritage Dictionary, Diversity is a point or respect in which things differ. Diversity as a concept focuses on a broader set of qualities than race and gender. In the context of the workplace, valuing diversity means creating a workplace that respects and includes differences, recognizing the unique contributions that individuals with many types of differences can make, and creating a work environment that maximizes the potential of all employees within the organization (Why Diversity Matters?).
For most people communication is simply talk. It is a natural event. According to the American Heritage Dictionary, communication is the exchange of thoughts, messages or information, as by speech, signals, or writings. People in organizations typically spend over 75% of their time in an interpersonal situation; thus it is no surprise to find that at the root of a large number of organizational problems is poor communications. Effective communication is an essential component of organizational success whether it is at the interpersonal, intergroup, intragroup, organizational, or external levels. The primary function of communication within an organization is to generate new knowledge about how best to maximize the achievement of set goals. Effective communication also must occur in a broader sense, flowing down, across and up the organization. All personnel must receive a clear message from top management that control responsibilities must be taken seriously. They must understand their own role in the internal control system, as well as how individual activities relate to the work of others (Diagnosis, 2003).
Zig Ziglar once stated: “Effectiveness is doing the right thing. Efficiency is doing things right.” “It is better to do the right things poorly (inefficient effectiveness) than do the wrong things well (efficient ineffectiveness).” Organizational effectiveness and efficiency focuses on organizational objectives, individual objectives, how work is organized, supporting infrastructures, behavioral reinforcement characteristics, management and employee competencies, adaptability to environmental change, organizational values and norms, the degree and causes of satisfaction within the organization, the degree employees are engaged in improvement of organizational performance, style of organizational leadership, organizational communication vehicles, regulatory compliance management, physical appearance, and safety. The effectiveness and efficiency of overall organizational behavior is what defines success or failure for any business (Diagnosis, 2003).
Organizational learning is increasingly becoming popular among organizations which are interested in increasing competitive advantage, innovativeness, and effectiveness. Learning occurs due to the influence of various factors such as structure, strategy, environment, technology, and culture. Organizations learn in order to improve their adaptability and efficiency during times of change. Learning also increases information sharing, communication, understanding, and the quality of decisions made in the organization. The implications of not becoming a learning organization can be costly (Balasubramanian).
An Organizational can be identified as a melting pot. Within an organization there is a diverse working culture formed into one or many different behaviors. Each and every individual must learn how to communicate with one another so that the organization itself remains effective and efficient. In conclusion, an organization must stay focused and keep their sights on the mission and goals at hand to remain successful and if the organization cannot adapt to the changing times, the organization is doomed to fail.
Reference
Balasubramanian, V. (n.d.). Organizational learning and information systems. Retrieved Jan. 29, 2006, from Organizational Learning and Information Systems Web site: www.e-papyrus.com.
Clark, D. R. (2000). Big Dogs Leadership page - Organizational Behavior. Retrieved Jan. 27, 2006, from Leadership - Organizational Behavior Web site: .
Diagnosis. (2003). Retrieved Jan. 29, 2006, from Organizational Diagnosis and Assessment Web site: www.mistyriver.net.
(1991). The American Heritage Dictionary. 2nd ed. Boston: Houghton Mifflin Co..
Tosi, H. L. (n.d.). Managing Organizational Behavior 4th edition concepts. Retrieved Jan. 29, 2006, from .com.
University of California Berkeley, (n.d.). Why diversity matters?. Retrieved Jan. 29, 2006, from Managers, Supervisors, and HR Professionals Web site: .