Values strongly influence a company's culture by shaping the beliefs, norms, and assumptions that guide behavior within the organization.
Leveling up maturity requires value clarification, cultural change, and recognition and understanding of the patterns of basic underlying assumptions that guide behavior in an organization are essential.
Organizational beliefs and artifacts: Organizational culture can be defined as the collection of beliefs, assumptions, values, norms, artifacts, symbols, actions, and language patterns shared by an organization's members. It provides the organization's identity and a sense of shared identity among its members. In organizations with strong cultures, values are continuously reinforced in terms of rituals, symbols, and rules or expectations for patterns of behavior. When members of organizations with strong cultures are faced with uncertainty, they can often make decisions without direction and take action consistent with the mission.
However, strong cultures can inhibit organizational transformation where greater flexibility and adaptation are required to respond to changes in the external environment. Organizations need to be agile and able to adjust to the rapid and exceedingly high degrees of technological change in order to maintain their effectiveness.
Organizational value patterns: Organizational culture contains patterns of assumptions that lead to behaviors that work for the organization. Many of those assumptions are underlying, unquestioned, and forgotten and may, for the most part, be unconscious to organization members. Even so, such collective beliefs shape organizational behavior. People’s actions and preferences may be influenced by socialization processes based on the culture or subcultures of the organization to which they belong. Behaviors are controlled by the beliefs, norms, values, and assumptions rather than being restrained by formal rules, authority, and the norms of rational behavior.
Organizational psychological assets: Organizational culture can be viewed as the psychological assets of a company. Collective beliefs shape organizational behavior, often more powerfully than formal rules or authority. Culture can manifest in the language used, customs and traditions practiced, and rituals employed. It includes publicly announced principles and values the group claims to be trying to achieve, the ideologies and broad policies that guide a group’s actions, and the implicit rules for getting along in the organization.
Also included is the climate or the feeling conveyed by the group in physical layouts and the way members interact with each other, stakeholders, and outsiders. Less-visible manifestations include habits of thinking; shared mental models that guide perceptions, thought, and language used by the group; and shared meanings and symbols that include ideas, feelings, and images that may not be appreciated consciously by members.
Values strongly influence a company's culture by shaping the beliefs, norms, and assumptions that guide behavior within the organization. In organizations with strong cultures, values are continuously reinforced through rituals, symbols, and expectations, becoming internalized by members. This internalization enables employees to make decisions aligned with the company's mission, even in uncertain situations. However, the cultural friction can also hinder necessary adaptation and flexibility.
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