Relationship Between Organizational Structure and Culture Essay

Relationship Between Organizational Structure and Culture - Essay Example Hence, it is arguably true that operations of any organization define its culture. Culture is thus a powerful human tool and its importance in the management of any organization is unquestionable (O'Neil, 2006, p.1). Most significantly is the fact that culture develops with time and easily passes from one group of people to another within the same setup. The way our ancestors used to speak, believe, behave, and act is tradition that passed to us with time. Similarly, the ethical behaviors condoned in a given organization, the mode of communication, the relationships between the management, customers, and employees and method of making decision in an organization are attributes that passes from the management and employees to the new employees and new managers upon joining the organization. Consistent practice of these attributes develops a culture within an organization. Hence, all old and new stakeholders adopt this cultural way of doing things in an organization hence developing an organizational culture. Moreover, it is extremely hard to change an organizational culture one it has developed because the process is long, tedious and in most cases expensive. Just as there are distinct operations in variant organizations, so there exists different organizational culture. An organization can have or a combination of cultures. Many academicians have classified organizational cultures with different characteristics. Organizational cultures depend on function, products, geography, and matrix. The classifications of organizational culture includes process culture, bet your company culture, macho culture, work hard culture, club culture, normative culture, baseball culture, pragmatic, academy culture (McNamara,2000, p.1), adhocracy work culture, collaborate work culture, and fortress culture, role culture, task culture, person culture. However, the list is not exhaustive since the difference between any two organizational cultures is very minute. Variant cultures adop ted by organization have distinguishing advantages and disadvantages. The work hard culture is dominant in large-scaled organizations. It involves less risks and fast feedback. Additionally, it has a steadfast customer help service. However, it uses specialized jargons only known to a few and involves multiple team meetings. Bet your company is dominant in organizations dealing with experimental projects. It has an advantage of making huge and important decisions over high stakes endeavors. It has a disadvantage of delayed results that can take months and years to come. It takes time to realize any feedback in this culture. The most important aspect of this kind of culture is big rewards, and quick feedback. On the other hand, a macho culture is dominant in organizations with quick financial services as brokerage firms. The culture is advantageous in that it involves quick feedbacks and high rewards. However, it is stressful to the employees and requires quick actions and a strong m entality to survive. Process culture is beneficial in the public service as it ensures consistency of results. Unfortunately, people in these cultures are obsessed with the process to the extent of neglecting the organization goals. The culture has no feedbacks, requires caution and adherence to the law. It is one of the poorest cultures. Baseball, Team Culture is dominant in advertising and investing organizations. In this culture, it is easy