organizational behavior principles

EFFECTIVENESS OF ORGANIZATIONAL CULTURE 6

Effectiveness of Organizational culture

Jacob Hurst

CTU

Organizational Behavior Principles

08/06/20

Introduction

Organizational culture refers to the beliefs set, assumptions, qualities, and methods of interacting, which result in the commendable social and psychological wellbeing of an organization. Organizational structure is a set of guidelines that outlines how the organization works in order to achieve certain set goals; these include roles and responsibilities. Organizational culture includes expectations and experiences of the organization, guidelines that crosscheck member's behavioral qualities, which is shown by a passionately shown commitment by members, self-image, and rules that have been put aside by the firm over a period of time and are considered up to date. In this paper, we will discuss elements of organizational culture and structure of Rafa football club, how the managers and coaches are involved in evolving the organization's culture, which results in improvement of interactions between the players, manager, and coach.

The organization culture.

Rafa football club is made up of players who are Forty-five in number which plays the major part in the organization, the coach whose job is to help in training tactics, the manager who helps the coach in areas like signing deals with new players in respect to the manager’s choice and the fans which make the organization complete by attending the matches been played and cheering up the players. In Rafa football club, teamwork is an essential aspect that motivates the free interaction of colleagues, which in return increases productivity leading to the higher achievement of set goals. (Whitfield and Landeros, 2016)

For a successful organizational culture, the behavior of the colleagues contributes mostly to real change. If the players or the coach misbehave during competitive matches results in penalties of these players, the player could be punished by being booked and later a red card which brings discomfort to other players since they have to play one man less, which could lead to some players overworking. Discipline is a key element for the success of every organization; to attain this, one should start by trying to change most sensitive behaviors; the mindsets will later follow suit. This can bring positive change. By adopting L.L Bean organizational culture, Rafa football club improved its culture, which increased by the higher rate the operational and financial success.

L.L Bean's organizational structure entailed loving the customers by dedicating lifetime warranties to them, the employees were entitled with discounted gym memberships which were applied to players at Rafa football club, giving the employees also the employee discounts, paying them over time due to volunteering and even sponsoring the employee’s higher education. L.L Bean management was wise since Bean used to care for teammates by having regular meetings with employees to discuss their careers, how they can improve on the careers, and allowing them to have regular classes and practices to better their skills, this was applied at Rafa football club by scheduling regular meetings with the players, coach and the manager, by even of bringing more qualified and talented players, retired personnel on the field of football which brought forth success. (Garsombke, 2018)

Rafa football club also involved the fans who are the only source of income to the organization; because they buy a ticket to book a ticket to entry to the matches, they were involved by putting suggestion boxes at the entry doors where they can drop their suggestions and views on the current service provision and how they could wish to be done in future to better the services, after they drop their views, they are read one by one, and necessary changes were done immediately. In addition, there are elements that led to the success of the Rafa football club, which are discussed below.

Firstly, the organization should work within the current cultural condition since strongly hold organizational cultures cannot be easily replaced with the minor upgrade. The contemporary aesthetic state contains components that provide constant advantages to the organization, so shifting to a new one is merely difficult. To work with the culture correctly, it’s good to understand it and know which aspects are preeminent and decide what time these aspects are most helpful or most likely to be a hindrance to success, this will help to determine which areas of the culture to keep and the ones to eliminate. For instance, it's an excellent tendency to value internal colleagues' interests more than the ones outside. For example, in Rafa football club valued the attention of the players more than the fans, therefore, putting across a policy such that whenever a player scores a goal in the match will receive a reward. (Zheng, 2015)

The other element of organizational culture is to put more attention on critical few behaviors. The organization should be keenly selective when it comes to identifying practices that correctly fit the organization principles, only to focus on the significant minority, a small number of people who have behaviors that correctly fit in and lead to a positive impact on the organization. For example, communication skills, while one is dealing with customers, should not be arrogant and careless. These few should be ready and cope up with any new behavior implemented in the organization. For instance, in Rafa football club, they don't entertain celebrations, which could lead to penalties, due to misbehaving after scoring. Some players in other clubs usually put off their jersey after scoring, which leads to a yellow card. Therefore, the player is left with only one chance, which can lead to a red card, hence punishing other team players by overworking. (Zheng, Yang, and Mclean, 2020)

Lastly, on the elements of organizational culture, it is advisable to deploy original informal personnel on the authority from the organization. The jurisdiction, which is guided by a formal position, should never be taken for leadership. Leadership is a natural aspect which does not depend on the formal or informal position in the firm, the informal leaders are mostly underused in driving culture, but that should not be the case since leaders can be used in where teaching can be done through "look and learn" method. They are mostly identified through interviews and organizational networks, which allows internal interactions and social relations by examining emails and meeting minutes.

These informal leaders include; pride builders who are crucial to motivating other people since they understand motivations of whom they work with; Some are even found close to the highest hierarchy, where they socialize with both employees and customers. Other informal leaders include; Exemplars, which are the role models; they bring essential behaviors to life; they are the best influencers in all management bodies in the organization. (Denison and Mishra, 2018)

Conclusion

In conclusion, organizational culture is the main key element in every organization which aims to higher achievement both financially and how it operates. In this paper, we have discussed the details of a thriving organizational culture and structure, with an example of Rafa football club as the organization which adopted one of the flourishing L.L Bean corporate culture applying the elements. The organizational culture improved interactions for both leaders and players. We also discussed the effectiveness of the formal and informal structures in supporting employee performance, like deploying authentic casual employees since they are essential in making the organizational structure successful.

References

Whitfield, G., & Landeros, R. (2016). Supplier diversity effectiveness: Does organizational culture matter?. Journal of Supply Chain Management, 42(4), 16-28.

Zheng, W. (2015). The impact of organizational culture, structure, and strategy on knowledge management effectiveness and organizational effectiveness. The University of Minnesota.

Zheng, W., Yang, B., & McLean, G. N. (2020). Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management. Journal of Business Research, 63(7), 763-771.

Denison, D. R., & Mishra, A. K. (2018). Toward a theory of organizational culture and effectiveness. Organization Science, 6(2), 204-223.

Garsombke, D. J. (2018). Organizational culture dons the mantle of militarism. Organizational Dynamics, 17(1), 46-56.