INTRODUCTION  

 
  ​Each organization has their own unique traits which differs them from
the competitions. The culture values will be acclimatized by the employees as
they work along with the me  ​Organizational behaviour (OB) or organisational
behaviour is "the study of Human behaviour in organizational settings, the
interface between human behaviour and the organization, and the organization
itself. OB research can be categorized​[​by whom?​]​ in at least three ways,
including the study of:
▪ individuals in organizations (micro-level)
▪ work groups (meson-level)
▪ how organizations behave (macro-level)

  ​Miner (2006) mentioned that "there is a certain arbitrariness" in

identifying a "point at which organizational behaviour became
established as a distinct discipline" (p. 56), suggesting that it could have
emerged in the 1940s or 1950s He also underlined the fact that the
industrial psychology division of the American Psychological Association
did not add "organization" to its name until 1970, "long after
organizational behaviour had clearly come into existence" (p. 56), noting
that a similar situation arose in sociology. Although there are similarities
and differences between the two disciplines, there is still confusion
around differentiating organizational behaviour and organizational
psychology. ​There  have  been  additional  developments  in  OB  research 
and  practice. ​Anthropology​ has  become  increasingly  influential,  and  led 
to  the  idea  that  one  can  understand  firms  as  communities,  by 
introducing  concepts  such  as ​organizational  culture​,  organizational 
rituals, and symbolic acts.  
nagement and from the motivation they receive. The commitment of people
working in an organization is inevitable to achieve the company goals and
targets. This is based on the culture embossed in the company which can have a
psychological effect on the way employees performed. If a certain type of
culture is embossed on the employee it may force them to adopt a new culture
other than their own.
O
​ rganizational Culture on employees job satisfaction and performance Impact  
Does the organizational culture have any influence on employees at workplace?
There are so many factors which builds an organization's image in front of the
customers. Among those factors, culture plays a vital role in shaping the
structure of workplace design and the delivery of successful customer service.
Lund (2003) states that in the past decades, economical researchers were thirsty
for finding the scope of organizational culture and its influence in marketing
issues in order to find the ways of making the performance higher. In the
corporate world, employees work with people from various regions of the world
which have a rich culture. The principles of an organization set the standards to
a company's corporate culture. In a world where many corporate norms are
adopted from the western culture, employees from other region may find it
difficult to practice their traditional values and culture. This type of Western
adoption helps create a conflict where employees feel that they are losing their
traditions and values, and ultimately leading to a less diverse world.
Each organization has their own unique traits which differs them from the
competitions. The culture values will be acclimatized by the employees as they
work along with the management and from the motivation they receive. The
commitment of people working in an organization is inevitable to achieve the
company goals and targets. This is based on the culture embossed in the
company which can have a psychological effect on the way employees
performed. If a certain type of culture is embossed on the employee it may force
them to adopt a new culture other than their own.
Rashid, Smashing & Johari, (2002) state that various researches on
organizational culture have been done regarding the relation of financial
performance and found out that encouraging environment of organizational
culture empowers the employees to deliver their best. The economic growth of a
company is derived not only from the management efforts but also from the
bottom line employees who give their best to support the organization. When
we look at an organizational point of view, a company always tries to maintain
standards by enforcing a set code of conduct. However when we look at other
industries for instance the hotel industry we see a large gathering of many
cultures working towards one goal where customer service is primary priority.
Hotels often embrace different cultures and show their appreciations by
promoting awareness of the diverse cultures through celebrating National days
which help other employees to learn more about the culture, language and
traditions which has a result leads to a better connection between employees and
management. Whereas if were to take a call centre outsourced in another
country set standard rules are laid down to be followed when interacting with
clients. This gives no opportunity for the employees to express themselves.
However this can be viewed from another angle. With one solid corporate
culture being enforced and practiced throughout an organization, it can help
unify all its employees where they begin to think that they belong to the same
company and therefore must work towards its benefits. This hence creates the
effect of the employees being unified by one banner. According to Chang and
Lee, (2007) a study conducted in Taiwan company found that the cultural values
of people integrity, veracity and solidity have direct relation with their job
performance and the satisfaction. The level of employee satisfaction can be
graded according to an organization's view on how best to make use of its
resources in the company. Different motivational tactics may need to be juggled
by the organization in order to fine tune their employees. This requires them to
conduct in depth research about their people in order to get their heads and learn
how they tick. The level of Job satisfaction is also affected by the attitudes of
the employee's where their view of cultural values is gained from past
experiences in different companies. This attitude differences can also affect
their job performance directly or indirectly where they are forced to work in an
organization, which has their own set of standardized cultural values and when
expected to be followed by the employees. Every employee will have their own
cultural background and it is the organization's responsibility to meld and bud in
their corporate culture in the employee minds to stimulate the job satisfaction

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
HISTORY  
 
  ​As a multi-disciplinary field, organizational behaviour has been influenced by
developments in a number of related disciplines
including: ​Sociology​, ​industrial/organizational psychology​, and ​economics​.
The ​Industrial Revolution​ is a period from the 1760s where new technologies
resulted in the adoption of new manufacturing techniques and increased
mechanization. In his famous ​iron cage​ metaphor, ​Max Weber​ raised concerns
over the reduction in religious and vocational work experiences. Weber claimed
that the Industrial Revolution's focus on efficiency constrained the worker to a
kind of "prison" and "stripped a worker of their individuality".​[7]​ The
significant social and cultural changes caused by the Industrial Revolution also
gave rise to new forms of organization. Weber analysed one of these
organizations and came to the conclusion that bureaucracy was "an organization
that rested on ​rational-legal​ principles and maximized technical efficiency
A number of OB practitioners documented their ideas about
management and organisation. The best known theories today originate
from, ​Chester Barnard​,. All three of them drew from their experience to develop
a model of effective organizational management, and each of their theories
independently shared a focus on human behaviour and motivation. One of the
first ​management consultants​, ​Frederick Taylor​, was a 19th-century engineer
who applied an approach known as the ​scientific management​. Taylor
advocated for maximizing task efficiency through the scientific method The
scientific method was further refined by ​Lillian​ and ​Frank Gilbreth​, who
utilized improve worker efficiency. In the early 20th century the idea
of Fordism emerged. Named after automobile mogul ​Henry Ford​, the method
relied on the standardization of production through the use of assembly lines.
This allowed unskilled workers to produce complex products efficiently.
Sorenson later clarified that Fordism developed independently of Taylor
Fordism can be explained as the application of bureaucratic and scientific
management principles to whole manufacturing process. The success of the
scientific method and Fordism resulted in the widespread adoption of these
methods.
​In the 1920s, the ​Hawthorne Works​ ​Western Electric​ factory
commissioned the first of what was to become known as the H ​ awthorne Studies​.
These studies initially adhered to the traditional scientific method, but also
investigated whether workers would be more productive with higher or lower
lighting levels. The results showed that regardless of lighting levels, when
workers were being studied, productivity increased, but when the studies ended,
worker productivity would return to normal. In following experiments, that ​job
performance​ and the so-called ​Hawthorne Effect​ was strongly correlated to
social relationships and job content Following the Hawthorne
Studies ​motivation​ became a focal point in the OB community. A range of
theories emerged in the 1950s and 1960s and include theories from notable OB
researchers such ​ rederick
as: F Herzberg​, ​Abraham Maslow​, ​David
McClelland​, ​Victor Vroom​, and ​Douglas McGregor​. These theories underline
employee motivation, ​work performance​, and ​job satisfaction​.
Herbert Simon​'s a number of important OB concepts, most notably
decision-making. Simon, along with ​Chester Barnard​, argued that people make
decisions differently inside an organization when compared to their decisions
outside of an organization. While classical economic theories assume that
people are rational decision-makers, Simon argued a contrary point. He argued
that cognition is limited because of ​bounded rationality​ For example,
decision-makers often employ ​satisficing​, the process of utilizin​g the first
marginally ​acceptable solution rather than the most optimal solution Simon was
awarded the ​Nobel Prize in Economics​ for his work on organizational
decision-making.​[16]​ In the 1960s and 1970s, the field started to become
more ​quantitative​ and ​resource dependent​. This gave rise to ​contingency
theory​, ​institutional theory​, and ​organizational ecology​.[​​ citation needed]​​ Starting
in the 1980s, cultural explanations of organizations and organizational change
became areas of study, in concert with fields such
as ​anthropology​, ​psychology​ and ​sociology ​Origin of Organisational
Behaviour can trace its roots back to Max Weber and earlier organizational
studies The Industrial Revolution is the period from approximately 1760 when
new technologies resulted in the adoption of new manufacturing techniques,
including increased mechanization the industrial revolution led to significant
social and cultural change, including new forms of organization. Analysing
these new organizational forms, sociologist Max Weber described bureaucracy
as an ideal type of organization that rested on rational-legal principles and
maximized technical efficiency In the 1890’s; with the arrival of scientific
management and Taylors, Organizational Behaviour Studies was forming it as
an academic discipline ​Failure of scientific management gave birth to the
human relations movement which is characterized by a heavy emphasis on
employee cooperation and moral Human Relations Movement from 1930’s to
1950’s contributed in shaping the Organizational. Behaviour studies Works of
scholars like Elton Mayo, Chester Bernard , Henri Fayola, Mary Parker Follett,
Frederick Herzberg,
 
 
Organization theory Edit 

Organization theory is concerned with explaining the workings of an

organization as a whole or of many organizations. The focus of
organizational theory is to understand the structure and processes of
organizations and how organizations interact with each other and the
larger society.​[​citation needed]​

Bureaucracy Edit  

Max Weber​ argued that bureaucracy involved the application

of ​rational-legal​ authority to the organization of work, making
bureaucracy the most technically efficient form of organization.​[8]​ Weber
enumerated a number of principles of bureaucratic organization
including: a formal organizational hierarchy, management by rules,
organization by functional specialty, selecting people based on their
skills and technical qualifications, an "up-focused" (to organization's
board or shareholders) or "in-focused" (to the organization itself)
mission, and a purposefully impersonal environment (e.g., applying the
same rules and structures to all members of the organization). These
rules reflect WeberIan "ideal types," and how they are enacted in
organizations varies according to local conditions. extended Weber's
work, arguing that all organizations can be understood in terms of
bureaucracy and that organizational failures are more often a result of
insufficient application of bureaucratic principles.

Economic theories of organization Edit 

At least three theories are relevant here, ​theory of the firm​, ​transaction
cost economics​, and ​agency theory​.

Theories pertaining to organizational structures Edit 

Theories pertaining to organizational structures and dynamics

include ​complexity theory​, ​French and Raven's five bases of power
 ​ ybrid organization theory​, ​informal organizational theory​, ​resource
h
dependence theory​, and Minter’s organography.
Institutional theory Edit

Systems theory Edit 

  
The systems framework is also fundamental to organizational
theory. ​Organizations​ are complex, goal-oriented entities.​[55]​ , an early
thinker in the field, developed his tautology, a theory widely considered a
precursor of BettaLife’s ​general systems theory​. One of the aims of
general systems theory was to model human organizations. ​Kurt Lewin​,
a social psychologist, was influential in developing a systems
perspective with regard to organizations. He coined the term "systems of
ideology," partly based on his frustration with behaviourist psychology,
which he believed to be an obstacle to sustainable work in
psychology Nikolas, a sociologist, developed a sociological systems
theory.

Organizational ecology Edit 

  
Organizational ecology models apply concepts from ​evolutionary
theory​ to the study of populations of organisations, focusing on birth
(founding), growth and change, and death (firm mortality). In this view,
organizations are 'selected' based on their fit with their operating
environment.

Scientific management Edit 

Scientific management refers to an approach to management based on

principles of ​engineering​. It focuses on incentives and other practices
empirically shown to improve productivity.
   
Types of Organization Culture: 

There are four types of organizational culture that are:

The Clan Culture 

The clan culture is very friendly and social environment in which employees
shares their experiences, success stories, and problems etc. with each other. All
people in the organization behave and treats with each other just like a family.

The Hierarchy Culture 

It is very formal type of culture, a set of rules, procedures and policies are
supposed to be followed. In this type of culture rules and procedures define
what to do and how to do.

The Adhocracy Culture 

It is a dynamic entrepreneurial environment of working. New ideas and

innovations are welcomed and encouraged by the organization. In this type risk
taking is present in high rate.

The Market Culture 

This is the most pragmatic culture. In this culture organization is just concerned
with the goals of the organization. It focuses on result oriented approach. People
are more concerned and evaluated on achieving goals and competition.
Advantages of cultural organisational. 
   
  ​Every organization, regardless of how many people are employed, can take
advantage of the benefits that a workplace culture has to offer. Workplace
culture reinforces the way a business operates with spoken and unspoken
beliefs, and values and norms shared between employees and the owner. It is
evident in everything from how workers dress, what time they come in, how
they spend their lunch hours and how they create solutions for internal and
external issues. The clan culture in which friendly environment is present the
advantage of this culture is that it has supportive advantage if any problem
occurs then the employees eradicate that problem and the operations keep on
going without any further delay. The disadvantage of this culture is that the
employees take this friendly environment very lightly and they start waste their
time in talking more than doing their jobs.
The hierarchy culture where rules and procedures have most importance
has the advantage of getting more results and work done within time limit. The
disadvantage is that if any problem occurs during operation then it takes times
to fix.

Improve Productivity
Employees who understand their workplace culture have a better grasp of their
goals and are more in tune with the needs of their managers, fellow employees
and customers. They're invested in the company and demonstrate loyalty.
Entrepreneur, an online resource for business owners, says that employees who
work for companies with healthy workplace cultures may be more committed
and productive.
Increase Marketability
Company culture is a part of the brand you create for your business, and it will
make an impact on how you hire talent and what type of talent you attract. Job
seekers look for companies that fit their lifestyles, whether it's flexible hours,
financial assistance with continuing education, casual dress codes, international
work opportunities or companies boasting amenities such as on-site gyms. Barb
Bruno, a professional staffing and training recruiter, notes that during
interviews, companies should share workplace culture with potential employees
and cite reasons for working there. In an article for Harvard Business School's,
“Working Knowledge,” professors James Hackett and W. Earl Sasser say that
companies with well-defined corporate cultures often are recognized as better
places to work, causing them to be known among prospective employees.

Form Unity Between Employees

Employees and organization members take cues from management as they form
their opinions about the culture of a workplace. Once employees adopt the
shared norms of a company, it unifies employees and management. Patty
Vegan, Entrepreneur.com's “Leadership” columnist, says that corporate culture
starts and ends at the top with the business owner and upper management. The
unity makes employees feel like they're a part of a team. Entrepreneur online
says this feeling makes employees more concerned for the success of the entire
business, not their own personal accomplishments.
Disadvantages of organisational culture. 

A company’s character shows in its organizational or corporate culture. That

culture is made up of the values, beliefs and norms its people share, revealing
what is important to the organization. The culture tells people how they should
behave and interact, what they should strive for, how they should communicate,
how decisions are made and how much independence they can enjoy within the
company. These messages, both explicit and implicit, can be a positive force,
driving the company to achievement. Culture is a double-edged sword, though.
When it’s negative, culture saps a small business and its people.
​ rganizational culture, like that of a nation, is a phenomenon that
O
occurs organically. It simply happens when two or more people agree to
collaborate and cooperate for a common goal. One has no choice but
accept that it happens.

If your question was meant to ask about destructive or negative cultural

influences, I suggest some basic introductory articles. There are many
common cultural elements that can be destructive, some of which are
discussed in these articles. You will note that some are outcomes (legal,
political, social) and others are behaviours (refusing to share knowledge,
punishing those who try new things).

​Unavoidable
Every small business has a corporate culture, whether an owner is
aware of it or not. While the owner is busy getting a business off the
ground, the culture is growing at the same time, becoming an uneasy
consensus of “how things are done.” Unfortunately, once this consensus
becomes entrenched, it can be difficult to lead employees. The default
culture becomes a drag on the owner’s efforts to move the company
forward.
Behaviour Driver

Any culture, including corporate culture, institutionalized behavioural

norms. This “herd mentality” can discourage innovative thinking and
individual initiative, especially if the company doesn’t value adaptability.
Additionally, the leadership of a small business models behaviour.
Indeed, the book “Management: Meeting and Exceeding Expectations”
says that a company’s management forms a “dominant coalition” that
has a profound impact on corporate culture. If managers are at odds or
negative, the institutional culture reflects that and encourages negativity
in employees.
​Employees May not Accept it

Employees can be leaders, too, even without legitimate power.

Employee relationships form a social system and an informal
organization that underlies the formal structure of a small business. This
social system is “one of the most important factors of organizational
culture,” the book says. An owner should be aware that no matter how
much certain values such as hard work or responsibility are touted, if
employees model contrary behaviour, the corporate culture hurts the
company.

Tough to Change

The corporate culture gives employees a sense of identity and belonging

that encourages participation in the company. A business doesn’t stand
still, however. When an owner decides to make changes, it threatens
employees’ identity. Some may see opportunity, but it’s natural for others
to wonder what role they’ll have in the new situation. Others will fear a
loss of status. Facing these uncertainties, employees may resent and
resist change. Some may even become hostile.

Misalignment

No matter how glorious the words of a mission or vision statement, they

cannot inspire employee action if the corporate culture will not support it.
The culture provides the means of translating mission into action.
Communication, relationships, interrelationships, empowerment, the
sense that the true values of the organization are aligned with mission --
all these determine whether employees can fulfil an owner’s vision for
the small business
Aims and Objectives.  
 
​ o provide a specialised academic medium and main reference for
T
the encouragement and dissemination of research on cross-cultural
aspects of management, work and organization. This includes both
original qualitative and quantitative empirical work as well as theoretical
and conceptual work which adds to the understanding of management
across cultures. In particular, contributions are encouraged which
examine the ways in which culture influences management theory and
practice, rather than purely cross-cultural comparative studies for their
own sake. The Journal’s scholarly endeavour is to promote an
understanding of the role of culture which is able to guide both theory
and practice. In addition ​IJCCM​ has the aim of encouraging: In
particular, we make efforts to obtain culturally diverse contributions. This
includes contributions from emerging and transitional regions in addition
to ‘developed’ countries, and to help in developing contributions to an
international level of scholarship. This will enable ​IJCCM​ to develop and
ensure contributions of high quality over the longer term. We aim to
accomplish this In particular, we make efforts to obtain culturally diverse
contributions. This includes contributions from emerging and transitional
regions in addition to ‘developed’ countries, and to help in developing
contributions to an international level of scholarship. This will
enable ​IJCCM​ to develop and ensure contributions of high quality over
the longer term. We aim to accomplish this
The main emphasis is on inter-cultural and trans-cultural
studies. Intra-cultural analysis is invited where this contributes to an
understanding of the issues, problems and practice of managing,
working and organising across cultures. Of particular relevance is the
application of cross-cultural psychology, socio-cultural anthropology,
sociology, cross-cultural communication and related disciplines to
cross-cultural management issues and practice. A cross-disciplinary
approach is also encouraged. Contributions are expected principally
from those engaged in the international and cross-cultural areas of
organizational behaviour, organizational theory, human resource
management, and management (with an emphasis on people in
organizations). This does not exclude contributions from specialists
working in other fields such as marketing, where there is a direct
contribution to the understanding of the issues, problems and practices
of managing, working and organizing across cultures. Therefore, an area
such as cross-cultural consumer behaviour is not likely to be considered,
but negotiation will be. The intended readership of the Journal is
predominantly the increasing numbers of academics working in the area
of management, organizational behaviour, occupational/organizational
psychology, organizational anthropology with an
international/cross-cultural orientation, within the business schools and
university departments throughout Europe, the USA and other parts of
the world, which are increasingly taking an international perspective.
As this area becomes increasingly important, we expect ​IJCCM​ to be
well positioned to become the ‘mainstream’ representing the future of the
study of management and organization within their international and
culturally diverse environments.
IJCCM​ is expected to become the main reference source for academics
and researchers, advanced undergraduates and masters students on
the growing number of programmes and courses in international
management.
I​ JCCM​ strives for academic excellence, yet to be fully accessible to
other than academic readers such as policy makers and their advisors,
consultants and managers who need an in depth understanding and
knowledge of cross-cultural management issues
Organisational limitations  
 
  ​An organization is a complex set of offices and functions under unified
rule, which is meant to perform one or many general functions. It can be
a government, corporation or an informal community group.
Organizations are made up of individuals, each, presumably, having free
will. Therefore, in any discussion of organizational life, the individual and
the use of his freedom must be understood as a major limitation in the
organization.
 
Decisions

It is common to speak as if organizations "act." "The government of Iran

declared war." Of course, the government is not a person that has willed
to declare war. "IBM announced mass layoffs." This was a decision by a
group of powerful, self-interested individuals making the decision to lay
off. Therefore, using an organizational name when describing an action
is problematic, if not entirely misleading. Organizations function because
of the interest of the individuals within them.

Culture

It is possible to speak of organizations as "actors" when dealing with a

corporate or organizational culture. Such a culture can constrain actions
as well as shape them. It is a power over and above individuals, shaping
them as they function within their specific organizational tasks. Even
here, phrases like "Toyota will improve its brake pads" might speak to a
specific Japanese interest in mechanical perfection, or to the fact that
major executives want Toyota's reputation to improve in America.
Therefore, two major limitations on organizations are the individual, as
well as the corporate culture. This latter, in turn, can be shaped by the
interests of the subgroups — such as executives or shareholders — that
dominate the organization.
External and Internal Limits

An economic organization can be a firm, bank or union. These are

economic actors due to their leadership, culture and pressures from
customers or members. These might be considered "actors" with more
or less autonomous status. The market constrains the actions of such
institutions. A firm can only produce what is demanded and what will sell.
A firm can only produce what its current labour force and productive
capital can create. An economic organization is thus constrained both by
internal factors its own previous decisions and external factors such as
the market or government regulation.

Structure

An organization of whatever type can be limited by other factors, such as

transitions in leadership. The creation of a chaotic command structure
given resignations, firings, or rapid promotion and demotion can limit a
firm's effectiveness. It can create cynicism that further limits the action
and effectiveness of the organization. Organizations function because of
their leadership, mission and purpose. If any of these things begin to
break down, the organization itself cannot function. These organizations
are limited by their own purpose and sense of identity. If an organization
is dependent on computers for its daily functioning, a virus or breakdown
can paralyze it. Even more, if an organization is dependent on the
presence of powerful or charismatic leaders, their absence can bring
things to a halt. In other words, the very organizational concept of the
group serves as a limitation to how and why it functions