M8D1: Organizational Culture

M8D1: Organizational Culture
Name of Student
Name of Institution
M8D1: Organizational Culture
How is culture formed and transmitted?
Culture, in an organization, is formed when all its constituents merge and become a single thing. Every happening to the employees and employers is an indication of the formation of this culture. The norms and routine of a particular organization(s) fall under the category of organizational culture. Furthermore, the managers are obliged to transmit this culture accordingly. The most important way is through training both old and new employees in the particular organization(s). Training is, in fact, an inevitable way through which organizational culture is transmitted (Ashkanasy et al., 2011). It also appears feasible enough when culture is transmitted through rewards and incentives (Hellriegel & Slocum, 2011). Motivating the employees is a way of bringing about their engrossment into the organizational issues (Hellriegel & Slocum, 2011). Therefore, an interest in the organization means that the culture will undoubtedly be transmitted to the employees.
What can a leader do to develop and nurture a culture?
There are ways through which a leader can nurture an organizational culture. First of all, it is important for leaders to hire and recruit competent workers to avoid interference in the culture (Hellriegel & Slocum, 2011). It is much easier, for instance, for a HR major to work competently with people as compared to a major in Mathematics.

Competence in the recruiting process is followed closely with effective compensation and remuneration to retain the employees. As indicated, they acquire enough motivation to further endorse the organizational culture through productivity. A leader may also resort to releasing or terminating any employees whose presence in the organization(s) does not delineate any positive impact (Hellriegel & Slocum, 2011). When an employees is, for instance, constantly late to work; there behave in an unprofessional manner that may impede their progress in the organization(s). Nurturing a culture is an important part of upholding [and sustaining] organizational culture(s).
How does culture influence behavior?
Inevitably, there is an understanding that culture influences behavior. An organization(s) whose culture upholds ethicalities, for instance, is bound to have employees that thrive within the bracket of moral standards (Mooij, 2011). There are renowned companies such as Patagonia that understand the necessity of instilling ethical behavior(s) in their organizational culture(s). For instance; an organization(s) without ethical standards may end up condoning uncouth behavior(s) such as sexual harassment or abuse. Newer employees are supposed to learn from the older ones thus cultivation of an ethical culture(s) works to the organization’s advantage (Hellriegel & Slocum, 2011; Nelson & Quick, 2013). Again, with this culture; the employees manage to deliver their services effectively to each of the customers. It is simply a case of Nurture as the employees’ conditioning to behave in a particular manner influences their behavior in the organization(s).
How did you learn about the culture of your own organization? Share examples of how your organization creates and maintains its culture.
I learned about the culture of my organization through training. It was quite easy for me since my trainer was thorough and reiterated any ‘unclear’ parts of the process. I was given one of the most competent trainers, therefore; it was easier to grasp the tenets of my organization’s culture. To maintain the culture, I realized that my organization would 1) offer rewards and incentives to employees and 2) ensure that the employees had role models. There are some companies that do not care for the long term process thus, they do not offer rewards such as promotions, bonuses and increased salaries to their employees (Hellriegel & Slocum, 2011). When the workers do not appear worthy in a given organization; it is inevitable for them to desist from upholding the culture(s).
References
Ashkanasy, N. M., Wilderom, C., & Peterson, M. F. (2011). The handbook of organizational culture and climate. Thousand Oaks: SAGE Publications.
Hellriegel, D., & Slocum, J. W. (2011). Organizational behavior. Mason, OH: South-Western Cengage Learning.
Mooij, M. K. (2011). Consumer behavior and culture: Consequences for global marketing and advertising. Thousand Oaks: SAGE Publications.
Nelson, D. L., & Quick, J. (2013). Organizational Behavior: Science, the real world, and you. Ason, OH, USA: South-Western Cengage Learning.