Organizational Culture

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Category: Business and Industry

Date Submitted: 08/21/2011 02:11 PM

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There are many dimensions of leadership that managers must consider in order to be successful and to maintain a competitive advantage in their industry. Based on their leadership style, managers may feel that certain dimensions are more important than others. However, I believe that a strong organizational culture is the basic building block to having a successful organization and is crucial for the success of a business. The culture of a company directly reflects top management’s influence on its employees.

Organizational culture is the most important leadership dimension because it’s directly related to people and how they carry out the values of the organization. “Organizational culture has been recognized as one of the main factors in knowledge management success and is the original source of competitive benefit for the organization, so it could gain its purposes through this way” (Allame, Nouri, Tavakoli, & Shokrani, 2011). You could refer to organizational culture as the backbone of a company. During times of uncertainty, having a strong culture will hold the company together, yielding the greatest results. If you have a weak backbone, then you cannot stand correctly, or in this instance, the company cannot function correctly. Everything relies upon the strength of the organization’s backbone, or their core values and norms. Once a strong base is established, the organization can begin to build upon it. If an organization’s organizational culture is strong, then its employees will have better relations with one another and with their customers and/or their outside competitors. Daft refers to organizational culture as the glue that holds organizational members together. He also says that culture is unwritten, but it can be observed by its strategies, slogans, ceremonies, dress, and office layout. (Daft, 2008)

Culture means different things to different people. Some managers refer to culture as rules rather than values and norms. Dull argues...