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ORGANIZATIONAL CULTURE
Organizational Culture
School of Business, Liberty University
Author Note
By submitting this assignment, I attest this submission represents my own work, and not that of
another student, scholar, or internet source. I understand I am responsible for knowing and
correctly utilizing referencing and bibliographical guidelines.
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ORGANIZATIONAL CULTURE
Abstract
A toxic workplace will negatively impact any organization and prevent a thriving environment.
When distrust and competitive behavior become harmful, management needs to step in and
implement changes to improve the organizational culture. Transparency can destroy distrust and
competition by bringing those in the open so that those negative behaviors will not develop.
Employees are not required to know everything in order to achieve transparency. When things
are kept from the employees is where mistrust starts. Yet, when environments have competitive
behavior, it can produce positive results. It is essential to monitor competitive behavior in order
to prevent issues from developing. To prevent competitive behavior, management can turn to
collaboration. Having employees work together will teach them about one another which can
accomplish more. When there are clear goals in place during the collaborative efforts, they can
become increasingly more successful. Management cannot allow unhealthy organizational
cultures continue when they recognize there are issues. A thriving company will want to
implement changes when necessary.
Keywords: communication, organizational culture, distrust, competitive behavior
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ORGANIZATIONAL CULTURE
Contents
Introduction.………………………………………………………………….………..…………..4
Strategy .…...…………………….…..……..……..……………………...…….…………………4
Distrust……..……………………….……..……………………...…….…………………4
Competitive Behavior………..……..……..……………………...…….…………………4
Implementation………………………………………………...…………….…………………...15
Distrust……..……………………….……..……………………...…….…………………5
Competitive Behavior………..……..……..……………………...…….…………………6
Conclusion…………………………………………………………………..….………………...16
References……………………….……………………………..……………….…………………8
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ORGANIZATIONAL CULTURE
Effective Communication
Introduction
Organizational culture is something that management cannot ignore. When the workplace
has become overcome with internal distrust and competitiveness in a harmful way, it has become
a toxic environment. Management needs to step in and repair the organizational culture. If it is
left unattended, it may become irreparable. Organizational culture is also an indicator of the
employee's satisfaction with their employment and how they feel they are being treated
(Scammell, 2018). When a positive organizational culture is maintained, everyone can benefit.
Strategy
Distrust
Internal distrust needs to be discovered before it can be rectified. Being transparent in the
organization can repair and build the missing or potentially damaged trust. When there is
transparency, the organization will be able to see where the distrust is stemming from. In a
management role, there needs to be searching for the current environment and the future "why
mistrust has occurred in the first place and how it might be avoided in the future" (Lanaj et al.,
2018). Managers are not God, but trust is essential to develop and instill. "Those who know your
name trust in you, for you, O Lord, do not abandon those who search for you" (Psalms 9:10,
New Living Translation). Trust is vital and has the potential to destroy toxic environments.
Competitive Behavior
Competitive behavior can be a mindset to establish in the workforce, sometimes even
beneficial. But there are times when competition can become destructive issue. A method to
prevent unhealthy competition is focusing on team collaboration instead of competition.
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ORGANIZATIONAL CULTURE
Focusing on group activities will correct the destructive side of the competitive behavior. The
Bible shows people how they are to work together:
For as in one body we have many members,[a] and the members do not all have the same
function, 5 so we, though many, are one body in Christ, and individually members one of
another. 6 Having gifts that differ according to the grace given to us, let us use them: if
prophecy, in proportion to our faith. (Romans 12:4-6, New Living Translation)
Implementation
Distrust
As an organization, management needs to start becoming more transparent. When the
organization is refusing to share information distrust will build. However, there are limits to what
can be shared with employees, but sharing what can be will positively impact trust and trust
building. Having employees included and participating in choices and decisions when applicable
begin the rebuilding of trust (Wang, 2020). Including employees in the decision-making
processes will help them understand what is expected and what is going on in the company.
Keeping communication open and accessible for all employees and upper management builds
trust as well. "If an organization makes truthful and substantial information available to its
employees and encourages their feedback, employees may trust and feel satisfied with their
organization" (Wang, 2020, p. 4).
Organizations starting from a place of distrust should begin implementing kinds of
improvements and plans in stages so that employees are not overwhelmed. Also, if an
organization were to make a 180 on how project, assignments, and etc. are done may begin to
foster distrust. Without clearly explaining as to why all the changes are being made could also
create distrust. The Bible includes many places where transparency is discusses and how it is a
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ORGANIZATIONAL CULTURE
good thing. "Work hard so you can present yourself to God and receive his approval. Be a good
worker, one who does not need to be ashamed and who correctly explains the word of truth" (2
Timothy 2:15, New Living Translation) is one of numerous examples provided in the Bible. The
word of truth can only be transparent and if it is not, then there are things being hidden.
Competitive Behavior
Once the issues with competitive behavior is fixed then it is time to shift the focus of the
employees from competition to collaboration. First, management needs to look at project and
assignments in the organization to see which can be turned into collaborations–this is not limited
to only work projects. Organizations can dedicate time for employee appreciation events,
retreats, and others. Management needs to make sure they are creating appropriate collaborations
that have established and clear goals for every group and assignment and project (Pettersson &
Hrelja, 2018). The goals and kinds of collaborations will look different in every situation. As this
process continues, employees will start to see that they are able to do more together as opposed
to them competing and only contributing their part. Furthermore, there are many things each
person can bring to the table to complete a task because not every person has the same skill set.
As employees learn that about each other, new collaborations will naturally begin to form. God
and Jesus had people collaborating to make a greater impact, "and he called his twelve disciples
together and began sending them out two by two, giving them authority to cast out evil spirits"
(Mark 6:7, New Living Translation). In this situation, he called them to go out together for the
greater good rather than send them out to compete to see who could do more. He knew together
they would make a more significant impact.
Conclusion
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ORGANIZATIONAL CULTURE
When the environment in the workplace organizational culture has become toxic because
of distrust and competitive behavior, management needs to make changes. Distrust can be
elevated when management becomes more transparent. When the organization is transparent,
there is no room for distrust. However, a toxic competitive environment begins, management
should focus on collaboration. Once the focus shifts, employees will see how much more can be
accomplished when they work as a team. Management cannot allow a toxic organizational
culture to continue.
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References
Holy bible new living translation. (2021). DaySpring; Candace Cameron Bure
Lanaj, K., Kim, P. H., Koopman, J., & Matta, F. K. (2018). Daily mistrust: A resource
perspective and its implications for work and home.1Personnel Psychology,171(4), 545–
570. https://doi.org/10.1111/peps.122681
Pettersson, F., & Hrelja, R. (2018). How to create functioning collaboration in theory and in
practice – practical experiences of collaboration when planning public transport
systems.1International Journal of Sustainable Transportation,114(1), 1–13.
https://doi.org/10.1080/15568318.2018.15178421
Scammell, J. (2018). Organisational culture: why is it important?1British Journal of Nursing
(Mark Allen Publishing),127(5), 263. https://doi.org/10.12968/bjon.2018.27.5.263
Wang, Y. (2020). Exploring the linkages among transparent communication, relational
satisfaction and trust, and information sharing on social media in problematic situations.1El
Profesional De La Información,129(3), 1–14. https://doi.org/10.3145/epi.2020.may.071
