Organizational Culture, Artifacts and Objectives


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Organizational Culture, Artifacts and Objectives. Each and every organization has a unique way of doing business which is manifested as a characteristic of that organization. This is what is referred to as organizational culture and allows members of an organization to achieve certain common goals. Organizational objectives should be specific, measurable, achievable, realistic, and time bound in order to communicate a good message to other people (Chatman & Eunyoung, 2003). Most importantly, by looking at the objectives of an organization it is easy for one to know the culture of that organization. Organizational Culture, Artifacts and Objectives.

Organizational culture include modes of communication either signage or verbal in an organization, language as well as other explicit behaviors. Behaviors to be considered here are those that relate to work and interactions. When new employees join an organization that are first introduced to the organizational cultures in order to equip them effectively with information on what is required of them (Goldman, 2006).

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These artifacts are visible especially in the way members of a company dress, speak, communicate (use of emails for communication), and act. In this case, failure to adhere to a certain communication strategy indicates that there is a problem in organizational culture (Banaszak-Holl, 2012). An organization is identified and distinguished from its tangible demonstrations. For instance, the mode of dressing of one company may be different from another. Organizational Culture, Artifacts and Objectives.

In summary, organizational culture, artifacts, and objectives clearly differentiate organization members in a group and how they act in the process of doing business. If these organizational characteristics are effectively implemented, they help in improving the organization by purpose and direction towards a common goal. Organizational Culture, Artifacts and Objectives.

References

Bamaszal-Holl, J. et al. (2012). Leadership and Management: A Framework for Action. In Burns, L. et al. Shortell and Kaluzny’s Health Care Management: Organization Design and Behavior. (6th Edition, pp. 33-62). Clifton Park, NY: Delmar, Cengage Learning. Organizational Culture, Artifacts and Objectives.

Bezrukova, K. et al. (2012). The effects of alignments: Examining group faultiness, organizational cultures, and performance. Journal of Applied Psychology, Vol. 97(1), pp. 77-92.

Goldman, N. (2006). Your culture: Is it working for you, or against?.Credit Union Journal, Vol. 20(9), pp. 58. Organizational Culture, Artifacts and Objectives.

Chatman, J. & Eunyoung, S. (2003). Leading by leveraging culture. California Management Review, Vol. 45, pp. 19–34. Organizational Culture, Artifacts and Objectives.