ÖRGÜT KURAMI VE TASARIMI

Creating organizational inertia is one of the disadvantages. The correct answer is E.

Globalization is not a factor affecting the process of constructing organizational culture. The correct answer is E.

It is not an easy concept to comprehend and it cannot be understand by its surface meaning. It requires a deeper explanation to understand it fully. It has close connections with tangible dimensions such as beliefs, perspective and knowledge.

Culture is not a rational and analytical phenomenon; it is more of an integrative, subjective, and emotional phenomenon.

Technically advanced production and the rise of service industry led employees  to be more customer-focused (not product-focused) and technically qualified. Consequently, skillful and well trained employees preferred independent working conditions. Organizational culture, as a way of controlling employee behavior, allows members to use their judgment, and act more freely within defined organizational norms. Once members of the organizations cultivated with organizational values, close supervision will be redundant.

Machine bureaucracy gradually became less useful in managing people: This movement led scholars focusing on the human aspect of management, or in other words, “soft” aspects of organizations.

Innovative production techniques usually decrease the overall flexibility of the organization. To balance the level of efficiency with the degree of flexibility, organizations should employ people who have a sense of active belonging and commitment. Organizational culture is providing a cognitive scheme through which members can agree upon collective values, and thus elevate the level of organizational commitment.

Finally, observing the Japanese cultural value system and its reflections within Japanese organizations, other countries also tried to understand and encapsulate these reflections for themselves, and hence the interest in the cultural aspect of organizations tend to strengthen. This is called Japanese miracle.

Differentiates organization from the others.

Members’ organizational identification is easy.

Guides organizational behavior.

Creates stability throughout the organization. 

Disadvantages

Makes mergers & acquisition harder.

Only attracts the same type of people thus diminishes organizational diversity

Creates organizational inertia.

Decreases organization’s environmental adaptability potential.

But sometimes subcultures within the organization may marginalize due to several factors affecting them. In the last analysis, cultures are made up of people, and people are social beings. These marginalized cultures are called counterculture. People who are the member of counterculture have 100% opposite lifestyles, values, and norms relative to the organization and/ or society in which they are living and working in.

• Every member of the organization is open to communication and have modest characteristics.

• All members of the organization are empowered and held accountable.

• Employees are encouraged to take risks within set limits.

• Searching for better alternatives about how jobs to be done is the norm

• Mistakes are tolerated to some degree and treated as a learning opportunity.

• Honesty is the primary building block of the organizational culture.

• Collaboration is part of the standard operating procedures.

• Courage and resilience are essential individual characteristics to become an active participant in the organization.

Human Capital is about the following:

Organization is made up of people. As we touched upon, top managers and founders have a substantial influence on organizational culture. In addition to these top figures, human resources employed by the organization also has an enduring effect on organizational culture. All participating organizational members interactively shape organizational culture, so it should be viewed as the fundamental aspect of the culture itself. Employees are bound to the organization with a labor contract, but contemporary organizations require one to add more than what is written in these contracts. Requirements of modern business life can only be fulfilled by employees who can develop organizational citizenship behavior. This situation leads us to another type of contract called psychological contract. To create strong ties with employees, organizations should focus on psychological contract. Typically, this type of bonds can only be created within strong organizational cultures.Organizations demand more, and in turn, employees request more. For example, today employees are looking for fun at work, flexible working hours, empowerment, slack time for innovation. Suitable organizational cultures can only fulfill these requests. So, all in all, culture is shaped by and can shape human side of organizations.

Type J:Lifetime employment - Consensual decision-making - Collective responsibility - Slow evaluation and promotion - Implicit, informal control - Non-specialized career path - Holistic concern

Type A:Short-term employment - Individual decision-making - Personal responsibility  - Rapid assessment and promotion - Explicit, formalized control -  Specialized career path - Segmented concern

Type Z: Long-term employment - Consensual decision - Individual responsibility -  Deliberate evaluation and promotion  - Inherent, informal control with explicit, formalized measures - Moderately specialized career path  -  Holistic concern, including family