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Forbes Organizational culture...

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Organizational culture refers to the way the entire organization behaves. The culture is characterized by the behavior of the employees upwards to how the top managers behave. Organization culture and design are environmental factors that merge with personal behavior and cognitions. However, if the employees are not satisfied with their jobs, it may cause a negative organizational culture. According to the article on Forbes, when employees are dissatisfied, it causes severe problems to the people because they may also infect other coworkers who lose their morale to work. These turns of events negatively impact the organizations productivity. It is advisable for companies to look into such behavior before it spreads and ruins the company. The article suggests ways in which the company should identify red flags that cause the employees’ disengagement. The tactics range from indifference which means that the employee becomes distant and they no longer do the things that they used to do before. They

participate less in their duties and are no longer caring. The best thing to do in this scenario is ask the employee directly what the problem is and find an immediate solution. Secondly, there may be a downward trend in enthusiasm. When an employee no longer enjoys group challenges and discussions, it is the duty as the employer to identify areas of interest in the employee and direct them towards that direction. Thirdly, an employer may notice that the employee is falling back on track and they no longer show any passion for innovation. The remedy for this is setting clearer objectives and making sure that each employee understands their responsibility towards the success of that company. Other issues include too much silence while in meetings, a drastic fall in the quality of work from an employee and frequent tardiness like continuously taking sick leaves. It will also be noticeable that employees are regularly absent for wok with different excuses, most of them have a negative attitude towards projects and they become reluctant towards accepting

change. This causes a drop-in career progression because there is no improvement in the nature of their work and less accomplishment of assigned tasks. Lastly, many employees care less about their personal appearance and the impression they make of the organization even towards the clients. Organizational culture highly influences employee motivation and in companies where there is a positive culture and design such issues are easily noticeable and can be detected early and there is hope for salvation of the organization. However, just like Peter Senge puts it, there are some firms which are considered learning organizations. Such business units are under a lot of risk because they have not established a firm culture and it is easy for them to fail. In many learning organizations, they have not figured out ways that they can use to detect issues before they occur putting the entire operations in great danger. When an organization has skilled managers, they will be able to come up with

strategies to curb these issues. In most cases, the management has to come up with a way in which their culture recognizes issues of redundancies before they occur and have strategies that prevent further spread of the negative attitude. In situations where the negativity has already spread, the strategies need to solve the issue. While looking at the historical roots of organizational culture, Chester Barnard defined a formal organization as a system of coordinated activities of more than two people. Barnard is dissatisfied with the normal assumption that organization designs should be vertical and that instructions should come from the top managements downwards to the employees. he criticizes the bureaucratic viewpoint and using an analytical approach suggests that authority should come from the bottom up. He further stresses on the importance of the human element in every organization because productivity of any company entirely depends on the behavior

of employees which is also the culture and design. Over the years most of the initial theories have been overcome by modern theoretical foundations. Modern organizational theories have evolved in many directions. The first development is that organizations are made of interacting parts. It stresses on how the external environment influences the modern organizational theory. The second phase is an analysis of how organizations process information, and their ability to solve uncertainties in case of any in the future on the part of the managers. The third development focuses on the contingency approach which suggests that there is no standard way to organize. The approach suggests that organizational designs should adjust depending on the conditions of the environment. Modern theoretical approaches are natural selection and the ecological view which challenges the contingency theory. While the contingency approach suggest that organizations adapt

depending on the internal forces, the ecological approach suggests the concept of survival for the fittest where organizations are selected and replaced depending on how strong they are. Aside from the traditional vertical designs, there are horizontal designs. Anand and Daft while analyzing the evolution of organizational designs, they advocate for horizontal designs. They focus mostly on removing boundaries between the employees and the management to better the performance of the employees. This is so because employees are comfortable to give their opinions towards the improvement of organizational performance. Chapter 4 Employees are an integral part of the organization. Their effort leads to the running of the organization and the overall success of the company. Therefore, employers need to ensure that their employees are satisfied. Employee satisfaction ranges from contentment with the renumeration and how they are treated. It all

narrows down to the work environment. In organizations where the employees are satisfied, they have high success rates and minimal failure rates. Firms which have proper organization design and culture take care of their employees because they understand the value of their workers. These organizations go further to establish payment plans for their employees in their best interests. A firm may reward its employees through the issue of bonuses, at the year end in form of stock or an additional pay besides the normal salary. They can also be rewarded in form of stock options to be part of the company. In other firms, employees can be given recognition because of the work they have done. Recognition makes employees feel appreciated for the input they have made on the organization. Further in recognition, the employee can be given a leadership position to be able to lead the others towards the achievement of the company’s objectives. Some companies prefer giving money as a reward

while others opt for recognition. However, research indicates that the different types of recognition work differently depending on the employee. For example, an employee who has family responsibilities will feel better if the company helps them meet some of the obligations through house allowance, transport and payment of insurance, the employee’s loyalty increases making them perform even better. Conclusion. Generally, employees are a major resource in the company and dissatisfied employees will lead to the failure of an organization. A good organizational culture and design maintains the satisfaction of their employees therefore realizing the objectives of the organization. All companies should investigate on their culture and strive towards implementing the best strategies to motivate their employees. Additionally, organizations should learn their individual employees and the modes of rewards

that work best for them to improve their productivity....