1 Organizational Behavior- The Dynamics of Organizational Culture The organizational culture usually comes from its founders' values and behaviors (Kotter, 2012). Every organization has its own style of working that forms its culture. The principles, ideologies, values, and beliefs formed by the founders of an organization contribute to its culture. The set organizational culture controls how the employees behave with people outside the organization and amongst themselves. A healthy organizational culture causes the employees to remain loyal to the management and motivated to achieve the firm's goals and objectives.
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2 It also encourages healthy competition at the workplace as employees work hard to outperform their colleagues to earn the supervisor’s recognition and appreciation. It is the operating organizational culture that encourages the employees to perform. To ensure the continuation of the set culture, every new hire must share the same values and behaviors held by the organization. The top organizational leadership is responsible for the company’s culture (Kotter, 2012). They get credit when they have managed to develop a safe, inspiring, and productive workplace environment, and at the same time, deservedly be blamed for crafting a tense, fear-driven, winlose work environment (Warrick, 2017). Contrary to popular belief, organizational culture is never static. It normally shifts according to changes in both internal and external forces. As such, it becomes the top management's responsibility to come up with and implement strategies that will ensure the successful adoption of the new culture they are trying to impose. Changing an organization's culture is one of the significant challenges the senior leadership faces primarily because the organization's culture is made up of interlocking assumptions, attitudes, communication practices, values, processes, and roles (Warrick, 2017). Successful adoption of the new culture will be significantly influenced by how the change is communicated to the organizational members and implemented by the top leadership. I once experienced a bad company culture that led to increased employee turnover in the organization. Apart from driving the employees away, the bad culture deterred many job seekers from taking our company seriously. Most employees across the globe will not take the perfect job if they feel that the culture is not fit. Employees, including me, continued to leave the company in favor of organizations where the culture is less toxic.
3 To fix this high employee turnover problem, the company needed to double down on its culture. To do this, the top management needed to understand and evaluate the root cause of the problem (Warrick, 2017). This could be achieved by probing the employees during their exit interviews regarding their reasons for choosing to leave the company. The company should try to find out what it is about the organization’s culture that annoyed them and the aspects that they could not put up with. Similarly, the top leadership should also consider talking to the organization's current employees about some ideas on keeping them from leaving the firm (Warrick, 2017). Long-term employees can be a significant source of information in this regard. The top leadership should also carry out an employee engagement survey and keenly analyze the obtained results. Once what needs to be improved has come to light, the company should waste no time and act on it immediately.
4 References Kotter, J. (2012). The key to changing organizational culture. Forbes. Retrieved from https://www.forbes.com/sites/johnkotter/2012/09/27/the-key-to-changing-organizationalculture/?sh=42cb67eb5509 Uhl-Bien, M., Piccolo, R. F., & Schermerhorn, J. R., Jr. (2020). Organizational Behavior (2nd ed.). Wiley. Warrick, D. D. (2017). What leaders need to know about organizational culture. Business Horizons, 60(3), 395-404.