Organizational culture

Culture has several apparent characteristics, individually or in groups, as well as its beliefs and habits, which appear in the activities they carry out.

When we talk about this culture in groups, mainly in companies, we say that it is an organizational culture.

The organizational culture is made up of the set of values, customs, beliefs, rituals or norms, shared by the members of a company and that  differentiate one organization from the other  . A practical way to see these differences is when we change jobs. With that, we have to adapt to a different culture that belongs to the new company that we are entering.

This culture appears since the creation of the company, even informally, with all employees participating in its processes.

Types of organizational culture

The social psychologist Edgar Schein developed a model that characterizes the culture in the organization, dividing it into three levels that allow each type of culture to be identified.

Artifacts and Behaviors

Part of the organizational culture that  can be perceived  , even by those who are not part of the business group, due to factors that influence it.

Some examples are: the mission of the company, policies adopted, working methods, objectives and strategies, among others.

Within the company, the organizational culture can change due to this factor over time, with changes in personnel, mission, values ​​or any other factor.

Norms and values

This part may be  partially noticeable  but it is present in the behavior of the people who are part of the company. Typically, the values ​​specify what is beneficial to the group and the norms about what is needed to achieve those benefits.

As examples we have: business philosophy, attitudes of leaders and employees, habits, etc.

assumption

This is the practically imperceptible part   , due to the fact that they are born with the company and with the objectives of its founders, that is, they appear in the “genetics” of the company and remain rooted.

Examples of assumptions appear more in “taboos” or tactical rules that are difficult to change, such as: do not hire relatives of employees, prohibition of tattoos, etc.

These three levels combined are what allow us to understand the characteristics of the company in which we are inserted.

Organizational climate

The organizational climate is a reflection of the culture of the company, in positive or negative aspects. It is notable, for example, for performance, motivation, or job satisfaction.

When an organization has a very unfavorable climate, it ends up reaching the parts that make it survive, such as low productivity, high turnover, high waste rate, partners without commitment, among others.

In addition, there are different types of leaders that influence the organizational climate and culture and that can be a factor to be analyzed in the company. Too much authoritarian leader can negatively affect production, for example.