Organizational Culture

Within the realm of business and organizations, a delicate boundary exists between a positive corporate culture and a toxic, cult-like environment. Despite their similarity in pronunciation, the terms "culture" and "cult" have quite different connotations and effects on an organization. Comprehending the differences between the two is essential to cultivating a constructive and efficient work atmosphere. Being a part of an organization that more closely resembles a cult than having a positive corporate culture can be a very uncomfortable and often upsetting experience. Culture Geert Hofstede defined culture as, " the programming of the human mind by which one group of people distinguishes itself from another group ". It is always a shared, collective phenomenon, that is learned from your environment. (Hofstede, 1980) Since culture is a phenomenon that occurs inside groups, we may use it to analyze group behavior and determine the likelihood that a given ...

Attraction - Selection - Attrition - ASA Theory Ben Schneider proposed the ASA framework in a landmark 1987 article. The framework states that an organization seeks out and chooses individuals who share its values, personality, and attitudes (Schneider, Goldstein, & Smith, 1995). Individuals who don't fit in will eventually leave the organization. The process then produces a limited and thus more homogeneous range of people sharing similar attributes that produce similar kinds of behavior through the cycles of attraction, selection, and attrition.  In simple terms the theory explains the encompassing three stages in an organization, attraction, selection and attrition. It is a cycle that shows why people become attracted to an organization, why they are preferably selected for an organization and how over time they may leave if they see it no longer fitting their personal needs. Attraction Individual preferences for particular organizations are determined by an inbuilt assessm...

Four categories of artifacts through which corporate culture is deciphered.     Source : Authors own Employees at Galvanize frequently use the expression "put the moose on the table," which denotes the need to talk about an uncomfortable but important topic. Even moose artifacts are kept by the Vancouver-based software company to raise awareness of this crucial practice.  (Laurie,2020) The continuous expression of a company's values via its artifacts is called organizational culture .  Any lasting event or object made by an organizational member is considered an artifact.   Certain company artifacts are tangible, like the design of a building, a placard in the lobby, or bean bag chairs. A benefit policy, a logo, corporate legend about an action taken by the CEO, or a culture movie are just a few examples of artifacts that lack a tangible form.           ...

Icebergs are considerably bigger than they seem from the surface, proving that appearances can be deceiving. Actually, 90% of an iceberg is hidden beneath the surface, with only about 10% of the iceberg visible above the waterline. This teaches us to explore and understand things more thoroughly rather than judging them solely based on their outward appearance. U sing the model of an iceberg let us explore the visible & invisible aspects of organizational culture.                                                                Source: Personio There are various layers to the cultures within organizations, according to Edgar Schein's organizational culture triangle, which is often portrayed as an iceberg. There are thin layers that provide only ...