Organizational Culture is essential for any organization and its employees. It is positively associated with job satisfaction. An organizational culture's seven primary characteristics include innovation and risk-taking, attention to detail, outcome orientation, team orientation, people-orientation, aggressiveness, and stability. Organizational cultures can evolve into dominant and subcultures. The dominant culture usually reflects the organization's core values, and the stronger those core values are, the more widely they are shared and cherished by the employees. Some organizational cultures can be harmful, including institutionalization, barriers to diversity and change, and barriers to mergers and acquisitions. Three essential factors play an essential role in building a thriving and widely accepted culture. These include the selection process, the top management, and the socialization methodologies. The outcome of these influence the culture and improve productivity, commitment, and turnover of the organization. Even though technological advances have made manual tasks be automated, the drive to be efficient and constantly innovate always cause stress to employees. Stress can originate from various factors, including environmental factors such as economic uncertainty, political uncertainty, and technological changes (Robbins & Judge, 2018).
Other factors, such as organizational factors like task demands, role demands, and interpersonal demands, can lead to stress. The last factor is the personal factors such as family problems, economic problems, and personality, leading to stress. The technological development of society over time has reduced the difficulty of labor. The more time they spend on labor, the less work one can do to maintain productivity. This has been proven over and over, time after time. A person who needs more than twice as much labor to maintain their own productive level needs twice as much labor to perform the same amount of work. As organizations have evolved, they have also evolved in their structure, which has caused organizational stress. The old organizational structure was hierarchical and was used to solve problems in ways that were not ideal. Organizational stress has resulted from the way a company was organized. Organizations are no longer as hierarchical, so they cannot solve problems in the way they used to. As companies have evolved, management has become more efficient and more open. This has caused organizational stress. When the new management structure becomes more flexible and collaborative with the whole company, the problems can become solvable, and problems are solved quickly (Lewis & Sahay, 2019).
The same logic applies to workers who need more than half as much labor to keep their efficiency level the same as their income level. The efficiency of labor, the level of productivity, grows over time, and as one can get more efficient, so does their productivity level. This is true of any production system. Since many jobs are not possible with automation, the efficiency of labor grows over time. More people require more labor. When they get to work with more technology, efficiency can go up due to higher productivity. However, the time required to run this new system's operation comes at a cost: the need for a more limited supply of labor to perform that same work. The higher the labor productivity, the more time it takes for that product to sell, the more there is at risk for the economy to fail. The higher the productivity of labor, the less there is to take out in labor. It does not matter how much more expensive technology is to run (Lewis & Sahay, 2019).
References
Lewis, L., & Sahay, S. (2019). Organizational change. John Wiley & Sons, Incorporated.
Robbins, S. & Judge T. (2018). Essentials of Organizational Behavior. 14th Boston, MA: Pearson. ISBN 13: 978-0-13-452385-9.