Culture in an Organization

Culture in an Organization

An organizational culture is the internal environment of an organization including the shared beliefs and values that influence the behavior or organizational members (Schermerhorn, Hunt, & Osborn, 2005). Having a strong culture allows an organization to operate with their sight on the future that should be supported by well developed and well communicated beliefs and values. A high performance level, emphasized teamwork, and risk taking will also be prevalent in a strong culture. In every organizational culture there are easily recognizable aspects, that when observed, a strong or weak culture can be identified. The aspects that are going to be discussed include how communication flows within an organization, conflict management, and organizational policies.

How Communication Flows

Organizational communication is the distinctive process in which information moves through formal and informal channels. The formal channels that will be discussed are; down ward channels, upward channels, and lateral channels. A downward channel of communication will typically follow the chain of command, from top to bottom, within an organization. This type of channel is normally used to portray influence through the information that is dispersed.

Strategies, objectives, instructions, policies and feedback are some aspects that might be influenced by this type of communication. This form of communication allows lower-level personnel to know what the higher-level of personnel is doing, and they can remain informed on the organizations policies. Upward communication usually informs the higher-level personnel about problems, results, suggestions, questions and the needs of lower-level personnel. This channel keeps the higher-level informed of what the lower-level is doing. Employee surveys are an excellent form of this communication channel. Upward communication can also aide in conflict management. The final channel is the lateral communication channel. This channel allows coordination of problems, the needs and advice, and feedback of departments that work at the same level. This channel makes timely and accurate feedback, product information, and resolution to conflict to be handled at the same level, but between all cooperating departments. This requires people to be willing and capable to communicate across department and functional borders and to listen to one another’s needs (Schermerhorn, Hunt, & Osborn, 2005).

Conflict Management

Conflict exists whenever there is a disagreement over issues of substance, or when the issues involve an emotional underlying. A manager/team leader needs to be comfortable with handling the different kinds of conflict that will arise. Also should be able to recognize situations with the potential for conflict and deal with those situations so that they will benefit the employees involved and the organization as a whole. An organization should make the goal of conflict management resolution. Unresolved prior conflict generally assists in setting the stage for future conflicts over the same issue. Schermerhorn, Hunt, & Osborn (2005) sate that most conflict will develop in stages, it is always best to deal with important conflict so that they are completely resolved. A condition from which conflict will be likely to develop is considered a conflict antecedent. The antecedents become the basis for all emotional and substantive based conflicts. When the antecedents have not been removed or repaired, unresolved conflict can cause sustained emotional discomfort and eventually escalate to dysfunctional emotional conflict between the involved individuals.

Conflict can occur between supervisors and subordinates over resources, goals, deadlines, or performance results. Conflict also occurs between persons or groups that work at the same level, often times over goals, resources, or just interpersonal