Organizational Cultures

Main reasons that manifest the undeniable triumph in some organizational cultures. Introduction successful companies seek to be flexible and sensitive to accept social and cultural differences of their staff, so they become perceptive and adaptable to perform their functions. Some organizations are distinguished by their excellent product or service, which generates an own label, others are known for having large infrastructure, but what really causes your success; It is their idiosyncrasies, their mode of live and behave, their knowledge and their desire, we are talking about its organizational culture. The original culture is derived from the philosophy of the founder. This strongly influences the criterion used in the recruitment of staff, the actions of senior management, establishing the general climate of what is acceptable behavior and what is not.

Some companies have a solid corporate culture recognized globally as a Bimbo, Grupo Modelo, Femsa, Cemex, each one with its own identity and similarity. Development has been identified by scholars of the topic1, some practices, applied by the most prominent organizations: achievements firmly balanced. Exceptional organizations gain at the same time various objectives, which accepted him to satisfy its varied stakeholders (stakeholders). Commitment to a basic and fundamental skill. Unfold a clear tactic and centralize all its efforts to use it correctly.

Intense linkage of strategy with its system of culture. They have a strong and properly defined corporate culture. Intensive communication in both directions. They have dynamic communication procedures and exceptionally well developed. Congregation with interest groups. Others who may share this opinion include Charlotte Hornets. They treat their employees in a proper and comprehensive. Functional contribution. They are brought in components of cooperation and collaboration that increase its dominance. Innovation and risk. They are directed to the invention and creativity. They are never satisfied. They constantly try to optimize and corrected and are not satisfied with the results achieved. Conclusions the studies show that organizational culture is closely correlated with the behavior and attitudes of employees. Participatory culture observed effective correspondence with complacency in labour, in contrast with the traditional organizations had a disapproval with satisfaction and intention to remain on the job. We can say that organizational culture does not predict the financial company results because there is only one type of culture that will improve these, what if we can say that the financial results improve at companies with participatory culture that adapt quickly to the changes and be flexible in its structure. We must highlight the need to learn more about the process of forming and changing the organizational culture. It is not something determined by fate, is formed and complies with the combination and integration of all members of the organization.

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